NIGERIAN DEFENCE ACADEMY,
KADUNA.
POSTGRADUATE SCHOOL
FACULTY OF MANAGEMENT SCIENCES
DEPARTMENT OF BUSINESS ADMINISTRATION
COURSE CODE: MBA 832
COURSE TITLE: ORGANISATION BEHAVIOUR
ASSIGNMENT
BY
AISHA DALHAT MUHAMMAD
P04685
COURSE LECTURER:
PROF. FAROUK
JANUARY, 2023
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Q1. IN TODAY’S INCREASINGLY COMPETITIVE AND DEMANDING WORKPLACE,
MANAGERS CAN’T SUCCEED ON THEIR TECHNICAL SKILLS ALONE, TECHNICAL
SKILLS ARE NECESSARY BUT INSUFFICIENT FOR SUCCEEDING IN MANAGEMENT.
IN VIEW OF THE MANAGER’S JOBS, ONE COMMON THREAD RUNS THROUGH THE
FUNCTIONS, ROLES, SKILLS, ACTIVITIES AND APPROACHES TO MANAGEMENT.
EXPATIATE.
Answer:
Managers cannot succeed solely on their technical abilities in today's workplace, which is
becoming increasingly competitive and demanding. They must also have excellent interpersonal
skills.
What Managers Do
Managers work with others to get things done. In order to achieve their objectives, they make
choices, allocate resources, and direct the actions of others. An organization is where managers do
their job. This is a social unit that works together consciously to achieve a common goal or set of
goals and is made up of two or more people. It works on a relatively continuous basis.
Managerial Functions
Planning: Includes defining goals, establishing strategy, and developing plans to coordinate
activities.
Organizing: Determining what tasks are to be done, who is to do them, how the tasks are to be
grouped, who reports to whom, and where decisions are to be made.
Leading: Includes motivating employees, directing others, selecting the most effective
communication channels, and resolving conflicts.
Controlling: Monitoring activities to ensure they are being accomplished as planned and
correcting any significant deviations.
Skills
Still another important element of managerial work is the set of skills necessary to carry out basic
functions and fill fundamental roles. In general, most successful managers have a strong
combination of technical, interpersonal, conceptual, and diagnostic skills.
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Technical Skills: The ability to apply specialized knowledge or expertise. All jobs require some
specialized expertise, and many people develop their technical skills on the job. But: Many people
are technically proficient but interpersonally incompetent.
Human Skills: The ability to work with, understand, and motivate other people, both individually
and in groups. Since managers get things done through other people, they must have good human
skills to communicate, motivate, and delegate.
Conceptual Skills: The mental ability to analyze and diagnose complex situations. Decision
making, for instance, requires managers to spot problems, identify alternatives that can correct
them, evaluate those alternatives, and select the best one. Managers can be technically and
interpersonally competent yet still fail because of an inability to rationally process and interpret
information.
Diagnostic Skills: Diagnostic abilities are also brought to the organization by the majority of
successful managers. The manager can better understand relationships between causes and effects
and identify the best way to solve problems with diagnostic skills.
Naturally, not all managers possess these four fundamental skills equally. Equal allocations are
also not essential. For instance, the ideal skill mix typically varies depending on the manager's
position within the organization. In most cases, first-line managers need to rely more on their
interpersonal and technical skills than on their conceptual and diagnostic abilities. The opposite is
typically seen in top managers, who place less emphasis on technical and interpersonal skills and
more on conceptual and diagnostic abilities. Middle managers need skills that are distributed more
evenly.
Managerial Roles:
In an association, as in a play or a film, a job is the section an individual plays in a given
circumstance. Chiefs frequently play various jobs. A lot of our insight about administrative jobs
comes from crafted by Henry Mintzberg. Mintzberg recognized ten fundamental administrative
jobs grouped into three general classes.
.
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Interpersonal Roles: Mintzberg's relational jobs are basically friendly in nature; that is, they are
jobs in which the trough's fundamental undertaking is to connect with others in some ways. The
supervisor some of the time many act as a nonentity for the association. Taking guests to supper
and going to lace cutting services are essential for the nonentity job. In the job of pioneer, the
supervisor attempts to recruit, train, and rouse representatives. At long last, the contact job
comprises of connecting with others outside the gathering or association. For instance, a trough at
Intel may be liable for taking care of all cost talks with a significant provider of electronic circuit
sheets. Clearly, every one of these relational jobs includes social cycles.
Informational Roles: Mintzberg's three educational jobs include a few parts of data handling. The
screen effectively looks for data that may be of worth to the association overall or to explicit
administrators. The chief who sends this data to others is completing the job of disseminator. The
representative represents the association to pariahs. For instance, the supervisor picked by
Macintosh PC to show up at a question and answer session reporting a consolidation or other
significant arrangement, for example, a new choice to embrace a joint endeavor with Microsoft,
would serve in this job. Once more, social cycles are important for these jobs since data is quite
often traded between individuals.
Decision-making Roles: At last, Mintzberg distinguished four dynamic jobs. The business person
deliberately starts change, like advancements or new procedures, in the association. The unsettling
influence overseer helps resolve questions between different gatherings, like different troughs and
their subordinates. The asset allocator concludes who will get what — how assets in the association
will be circulated among different people and gatherings. The moderator addresses the association
in agreeing with different associations, like agreements among the executives and worker's
organizations. Once more, conduct processes are obviously essential in each of these decisional
jobs.
Approaches to management
The executives assumes a pivotal part in the creation of the association and subsequently
compelling administration is expected to guarantee each association is pursuing a typical goal or
objective. Subsequently, it is crucial for produce a decent association construction and association
relatioship. The four different significant sorts of administration approaches will talk about in the
accompanying.
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Classical Approach
Traditional methodology is chiefly concentrate of the specialists and associations in view of the
executives rehearses, which were on result of cautious perception. Old style approach primarily
searches for monetary effectiveness with the widespread standards of activity. (Abhijith 2011) In
an administration sense, old style approach is attempted to create and work widespread standards
or models that will applied in all conditions. Fundamentally, this approach is searching for the
most effective way which they accepted can be uncovered by the utilization of normal strategy.
(Sharon 1997)
As indicated by Laurie J.Mullins (2005) likewise referenced that the traditional methodology is
energized the logical perspective on the administration and give a few normal all-inclusive
standards pertinent to all association conditions. Old style approach can be arranged into three
administration incorporates logical administration, managerial administration and regulatory
administration.
Scientific management
As per Taylor (1856-1915), logical administration was a hypothesis of the executives that
investigated the target of expanding the work efficiency. Taylor likewise referenced that
administration of business, industry or economy should be as per standards of productivity from
the analyses and activity in techniques for work and creation. Additionally, Taylor likewise
demanded that the way of progress in administration not set in stone by logical review. (Abhijith
2011)
Bureaucracy Management
Administration is the name of an association utilized by association plan experts. Administration
portrayed a bunch of qualities or characteristics who manage or who work with the associations.
In the 1930 Max Weber, a German humanist portrayed the organization similar to an approach to
sorting out government offices. (Gaurav 2011) The attributes of organization the executives
depends on the levelheaded authority would be more versatile to changes. (Abhijith 2011) Plus,
arrangement of composed rules and standard working strategies are endorsed to give assurance
and work with coordination. Unoriginal relationship is kept up with between the directors and
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representatives. Also, just skill individuals are recruiting for occupations in view of their capability
and specialized capabilities. (Mullins 2007)
Human Relation Approach
Human connection approach was accentuation on structure and the conventional oraganisation,
yet the social variables at work and conduct of laborers inside an association need to focus better.
This technique substantially more centered around the actual workmanships and their acceptable
necessities. They will guaranteed that the climate of their work environment give a totally security
insurances. (Mullins 2007) This approach likewise dealt with fearlessness of their labor force.
(Patterson 1958) Moreover, it likewise implies individuals go to attempt to earn respect,
appreciation and not just for monetary benefits. In this way, administrators should figuring out the
sentiments and feeling of the specialists and not regarded them as machine. (Bratton et al. 2007)
Neo-Human Relation Approach
As per Laurie J.Mullins (2005), the neo-human relations are center around the individual change
of people inside the construction of the association and impacts of gathering connections and
authority styles. It led to a few well known speculations, including Maslow's Progressive system
of Necessities, which proposes that laborers are persuaded to fulfill essential requirements at five
levels. Then, it likewise incorporates physiological, wellbeing, love, regard and self-realization.
This approach additionally incorporates Hypothesis X and Hypothesis Y. An undertaking ought to
thusly offer impetuses to workers to satisfy and advance up the pecking order. (Wan 2012)
Consideration will be taken from the association structure, work fulfillment, correspondence,
inspiration and initiative styles.
System Approach
he trademark about a framework is the component from which it is developed. The expression
"developed" would demonstrate that a development is some way or another counterfeit and that is
the significance to show. A framework likewise to be an entire made out of components that are
connected with one another. (Wouter et al. 2002) It looks to comprehend how they connect with
each other and how they can be brought into appropriate relationship for the ideal arrangement of
the issue. The frameworks approach relates the innovation to the need, the social to the mechanical
viewpoints. (Simon and Robin 1998) The collaboration has two parts which is information and
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result. Input is use to enters the framework from an external perspective while for the result is use
to leaves the framework for the climate. To separate about within and beyond a framework, the
actual framework and its current circumstance will be recognized and isolated by a limit.
(Heylighen 1998)
Contingency Approach
As per Mullins, L (2005), in the possibility approach there is nobody most ideal way of planning
an association and construction the board yet ought to give bits of knowledge into that specific
circumstance and conditions which will influence the administration choice. In addition, he
expressed that this approach has the perspective 'on the off chance that' relationship. "In the event
that certain situational factors exist, certain factors in association design and frameworks of the
board are generally proper" (Mullins 2007, p.604) Possibility approach is an expansion of the
frameworks approach. There is nobody ideal state. The most appropriate construction and
arrangement of the executives is in this manner subordinate after the possibilities circumstance for
every association. The director need attempt to recognize which procedure will be the best answer
for an issue. Model is the issue of expanding efficiency. (Nikmahajan 2007)
The Most Effectiveness Management Approach
Doing the right things, with an emphasis on outputs and required outcomes, is central to
effectiveness. Through their situation or circumstances, an effective management approach will
result in a good organizational structure and relationship. I discovered that the contingency
approach is the most effective in promoting a good organizational structure and organizational
relationships when compared to other management approaches after taking into consideration the
reviews and analyses of the various management approaches. This is because the contingency
approach relies on a variety of situational variables to determine the organization's structure,
management, and success. However, there is no single best organizational design. Mullins, 2007)
As is common knowledge, an organization will occasionally encounter controversy, disagreement,
and controversy. The contingency approach is the most effective way to manage the problem
because it does not aim to suggest a single best way to do something or manage the structure of
the organization; rather, it should provide additional situational information and influences on
management decisions. The contingency approach, as described in Mullins (2007), then aims to
implement concepts from various circumstances management. In contrast to the contingency
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approach, which considers that no single approach is universally applicable and that various
problems and situations necessitate different management styles, the classical approach, the system
approach, and the human relation approach all have their own managerial decisions that are
influenced by the organization's structure and relationships. A contingency approach can examine
the connection between an organization's internal and external environment conditions in order to
achieve their objectives or goals. 2007 Nikmahajan).
QUESTION TWO: In light of your understanding of the 3 components of attitude, describe a
personal experience where these three are demonstrated.
COMPONENT OF ATTITUDE
Affective Component
Affective component is the emotional or feeling segment of an attitude. It is related to the statement
which affects another person.
It deals with feelings or emotions that are brought to the surface about something, such as fear or
hate. Using the above example, someone might have the attitude that they love all babies because
they are cute or that they hate smoking because it is harmful to health.
Behavioral Component
The behavioral component of attitude is the actions that one takes because of the person or
experience in front of them. These behaviors can be positive or negative depending on the object
of attitude. The behavior is often regarded as predictable in the sense that if the individual has
already acted in a specific manner to experience or object of similar value, that behavior is likely
to be consistent when the person is faced with the item or person again.
Example: A long-since-retired nursery school teacher feels that her calling was always to help
children. Even in her years of retirement, she continues to visit children in hospitals and volunteer
her time reading to children at the local library. Spending time with children is a behavior-based
attitude because it reinforces her responsibility to support and guide them through their
development. Her reactions towards children are predictable and unchanged.
Example: A man has always had a fear of dogs. Ever since he was a small child and experienced
a dog that got loose from its leash and charged him, he has always felt reticent about being in the
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presence of one. It comes as no surprise that his behavior towards dogs guides his attitude. When
confronted with a dog, his behavior is to move away and protect himself. Avoiding dogs is a
behavior-based attitude because when exposed to any dog, his actions are the same.
Cognitive Component
The attitude-oriented belief is the tripartite model's cognitive component. In the scenarios of the
behavioral component, the actions toward children and dogs are triggered by a preexisting belief.
The knowledge one possesses regarding the attitude's subject is the cognitive component.
Example: A couple has decided to narrow their search for a new home by compiling a list of the
most crucial features. They concur that sentimentality should not be the foundation for this
financial investment. Location, resell value, and real estate market projections are therefore their
top priorities. Because the couple is making decisions based on their knowledge and thinking, this
example demonstrates a cognitively based attitude.
Example: A high school graduate is transferring to a college. The choice of which school to attend
was not an easy one. He was ready to make the commitment, however, after researching financial
aid packages and spending time with recent graduates from the same university. Because
knowledge and information drive the attitude, this is an example of the cognitive component.
Q2. Change is the must constant thing, change is inevitably in any organization.
a. Explain the factors of change.
QUESTION ONE:
Change is both inevitable and constant. Every organization must adapt to change in order to
maintain its market position. Change occurs in every organization. The organization undergoes
change for a variety of reasons.
To be able to manage a business effectively, one must be aware of the factors that have the potential
to alter the organization. A manager can make better decisions when they are aware of the factors
that lead to change, resulting in the organization's growth and a lower risk of loss..
FACTORS OF CHANGE IN AN ORGANIZATION
1) Change in governmental policies
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The government has control over your organization, regardless of whether it is a public or private
one; Nevertheless, the proportion of control varies.
Government arrangements conclude the manner in which an association works and what it can
deliver and not. For instance, the Indian government recently implemented a policy that forbids
the use of certain kinds of plastic.
As a result of the need to alter the plastic, many organizations have altered their operations. In a
similar vein, the organization has control over a number of policies, such as the employment hire
policy, the wage policy, and the rights of employees and workers. For the organizations to be able
to function freely, they must adhere to these policies.
In India, for instance, a policy requires that women make up at least 30% of an organization's
workforce. As a result, businesses are forced to employ women.
2) Change in market demand
Changes in the market's demand are another important factor that alters an organization. There is
no longer a need for consumers to familiarize themselves with the products offered by businesses
because there were fewer options at the time.
People are less loyal to brands now that there are multiple options for the same product on the
market, and they have the freedom to choose from any product. They buy things from a company
that sells them high-quality goods at the lowest prices.
In order to meet the ever-evolving demands of their customers, businesses need to keep up with
the times and adapt quickly.
For instance, in the age of the internet, people would rather shop online than at a physical store.
As a result, organizations must move their operations online in order to meet the shifting demands
of their customers.
Another illustration of a shift in market demand is the increasing awareness of environmental
issues among the general public.
As a result, they want to use products that are good for the environment or friendly to the
environment. Numerous businesses have been compelled to alter their products and production
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procedures as a result. In order to earn the respect and loyalty of their customers, they sell
environmentally friendly goods.
3) Changed technology
Organizations must adapt to rapidly evolving technologies in order to keep up with the
competition, and technology is one of the most significant forces driving change.
For instance, in the past, everything from order fulfillment to record keeping were being done
manually, but now that computers are helping with these tasks, there is no need to do them
manually.
Similarly, workers were required to perform many tasks during the production process by hand;
however, thanks to automation, all of these tasks are now performed by machines, which not only
has sped up production but also reduced human error.
Due to the presence of cutting-edge technology, businesses are able to quickly respond to customer
inquiries, and customers now have a means of contacting the company.
As a result, in order for businesses to remain competitive in the market, they must maintain their
concentration and adapt their technology as needed.
4) Social changes
An organization's transformation can also be sparked by social change. As people's needs and
aspirations shift, businesses must adapt their manufacturing processes.
The level of education, international influence, and urbanization all have an impact on social
changes, which in turn affect the demands placed on individuals.
For instance, people who live in urban areas will have different needs than those who live in rural
areas. The quality of the product and the services provided by the organization are more important
to urban residents than the product's price.
On the other hand, people who live in rural areas are more concerned with the product's price than
its quality, and they typically select the product that is the cheapest of all the alternatives.
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5) Failure
Failure is a factor that causes some organizations to cease operations, preventing them from taking
risks and developing novel ideas.
However, there are some businesses that have taken failure as a challenge rather than sitting back
and contemplating bankruptcy and worked hard to transform it into success by analyzing their
weak operations and the operations that were not working well for them and changing them to
move forward with success.
The success story of the Apple company is a common illustration that everyone is familiar with.
The founder of the company, Steve Jobs, was fired from the company due to his aggressive
behavior, and the company began losing business after Steve left.
In 1997, Steve was brought back to work for the company, and now we all know how his
relationship with Apple has helped the company.
Apple is currently one of the largest businesses in the world. Steve is confident in his abilities and
vision, and the failure did not intimidate him. He took control of the company when it was at its
lowest point and led it to its highest point of success.
In a similar vein, there are a number of examples of businesses that learned from their mistakes
and worked hard to regain their success. However, not every organization enjoys navigating
difficult times; overcoming failure necessitates strength, vision, and a great deal of effort.
6) Competitive innovation
Cutthroat advancement powers organizations to change. At the point when a cutthroat organization
improve something or accomplish something which can be hazardous for your item then to meet
the opposition you really want to make changes in your methodologies and produce an item which
is either identical to the result of your rivals or has something new which can draw in clients.
Cutthroat advancement has been found in the current times in cell phones organizations. Apple is
viewed as a head of Cell phones Organization, and it has been known for presenting the most
imaginative items on the lookout.
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Other cell phone organizations like Google, Samsung, OnePlus duplicates thoughts from Apple
with their own touch to remain in the opposition.
It appears to be that as of now, every one of the organizations have arrived at an immersion point
of development which was clear from the send off of Apple' iPhone 11.
Despite the fact that the most recent iPhones of Macintosh are loaded with further developed
highlight, however it has not presented anything out of the container like it was known for in the
hours of Steve Occupations.
Cutthroat development is both great and terrible for the organizations as it keeps an organization
honest to remain in front of contenders and simultaneously, it makes pressure in the representatives
and the executives think of imaginative thoughts much of the time.
7) Cost Cutting
A change in an organization can also be caused by cutting costs. When a competitor launches a
product with comparable features at a lower price, businesses are forced to lower their prices.
Customers' decisions regarding which products to purchase are influenced by price. Either you
have too much faith in your products, like Apple, or you have to cut costs to stay in business, like
your competitors.
8) Merger and acquisition
Another factor that alters an organization is mergers and acquisitions. When two businesses come
together to work, that is called a merger. Companies must alter their structures in order to adapt to
the new work environment after a merger.
Similarly, when a company acquires a new company, it must reduce costs in some of its operations
in order to invest in the acquired company's development or in new products and services.
In contrast to what we have previously discussed in the article, this is an internal change that an
organization initiates on its own.
In order to effectively manage both businesses, the organization may reduce staff to keep
employees acquired from a new organization or alter the nature of some employees' jobs.
9) Change in the business structure
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The alteration in the business structure is another internal factor that alters an organization. Change
is inevitable, as I mentioned at the beginning of the article.
In order for management to adapt to new technologies or to increase the organization's
productivity, the business structure must change.
Consider the time period prior to the introduction of computers into an organization, when
bookkeeping was replaced by computerized account management. Training was given to
employees, and new employees were hired to meet the needs of new technologies.
In a similar vein, the organization's structure has also changed in recent times as a result of the
need to expand online to meet customer demand.
10) End-of-life of products
As the market changes, so does the demand for products. There are some goods that remain in high
demand for a predetermined amount of time before gradually disappearing from the market.
At that point, the business needs to come up with some creative ways to make new products in
order to stay relevant in the market.
For instance, a few years ago, mobile phone manufacturers produced keypad-equipped devices.
However, when touch screen devices entered the market, the value of keypad devices plummeted,
necessitating a shift in the manufacturing process to produce touch screen devices instead of
keypad devices.
We are all aware of the failure of Nokia Company, which was once one of the leading mobile
phone companies and is currently hardly keeping up with the increasing standards of competition.
These companies have stayed in business because they have made changes to their production
process when the life of their product ends.
b. Why do employees resist change in an organization?
Change in the workplace is inevitable, especially in the global knowledge economy. Given this,
adaptability and flexibility are highly sought after skills in the workplace. However, not every
employee is willing to embrace change and some will go as far as to actively resist it. Knowing
that change is unavoidable in today’s business landscape, leaders and managers need to understand
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why their employees are resisting change in order to help them overcome it. Here are eight reasons
why people resist change in the workplace.
1. Loss of Job: This is a major reason why employees resist change. In an organizational setting,
any process, technological advancement, systems, or product change will include streamlining,
working smarter, cost reduction, efficiency, faster turn around times. All these means staff and
managers will resist the changes that result in their roles being eliminated or reduced. From their
perspective, your change is harmful to their position in the organization! The satisfaction that
employees have with their job determines a portion of their reactions during times of change.
Employees who experience a high degree of job satisfaction are better able to weather periods of
change. They are more positive in their approach to their work and can see change as an
organizational necessity. Unhappy employees, on the other hand, view change as just another
annoyance in a long list of complaints. Chances are, whatever the change, any disgruntled
employees will view it as having a negative impact on both the organization and them personally.
2. Bad Communication Strategy: This is another crucial reason why employees resist change.
The way in which any change process is communicated to employees within the organization is a
critical factor in determining their reactions. If you can’t communicate what, why, how, when,
who and what success will look like or how success is going to be measured, then, expect
resistance!
If employees do not understand the need for change, why ask for a buy in the first place? Especially
among those who strongly believe the current way of doing things works well…and has done for
the past twenty-five years! When upper management plans and communicates early and
effectively with all employees and explains the reasoning behind the change, employees are much
more likely to buy into it.
Changes that are mandated with little or no communication, on the other hand, are often poorly
received, since employees may feel that the change is being shoved down their throats. When it
comes to change management there’s no such thing as too much communication. If there is no
immediate information to communicate during a change, telling employees that there is no update
regarding the ongoing change is communication! Don’t just keep quiet; this is also the time to
maintain an open door policy regardless of where you are placed in the organization.
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Be present and available for questioning. Miscommunication is if you communicate insignificant
or insensitive information. You can’t communicate too much significant, substantial information.
3. Shock and Fear of the Unknown: This is yet another crucial reason why employees resist
change. Employees’ responses to organizational change can range from fear and panic to
enthusiastic support. During periods of change, some employees may feel the need to cling to the
past because it was a more secure, predictable time. If what they did in the past worked well for
them, they may resist changing their behavior out of fear that they will not achieve as much in the
future. The less the organization knows about the change and its impact on them, the more fearful
they become.
The leading change also requires not springing surprises on people! The organization needs to be
prepared for the change. In the absence of continuing a two-way communication with leadership,
grapevine rumors will fill the void and sabotage any change effort.
4. Loss of Control: This is a key reason why employees resist change. Familiar routines help
employees develop a sense of control over their work environment. Being asked to change the way
they operate may make employees feel powerless and confused. People are more likely to
understand and implement changes when they feel they have some form of control.
Keeping the doors of communication open and soliciting input, support, and help from employees
let them know that their contributions matter. Involve them, elicit their feedback, let them
volunteer for participatory roles in the change and all of these, in turn, will help give them a sense
of control during periods of change.
5. Lack of Competence: This is a major reason why employees resist change. This is a fear that
is difficult for employees to admit openly. But sometimes, change in organizations necessitates
changes in skills, and some people will feel that they won’t be able to make the transition well.
Therefore, the only way for them to try and survive is to kick against the change.
Some employees resist change because they are just hesitant to try new routines, so they express
an unwillingness to learn anything new. They say things like, “I already know all that I need to
know to do the job,” or “I am good at what I do why rock the boat.” Resisting employees who
have already made up their minds that the change won’t work or who are reluctant to learn
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something new will impede the organization’s growth and adaptation to change. Frankly, they also
hinder their own personal growth and development.
6. Poor Timing: This is another viable reason why employees resist change at work. Change must
be introduced when there are no other major initiatives going on. Sometimes it is not what a leader
does, but it is how, when and why she or he does it that creates resistance to change! Undue
resistance can occur because changes are introduced in an insensitive manner or at an awkward
time.
For any significant organizational change effort to be effective, organizational leadership must
come out of their mahogany paneled air-conditioned offices, roll up their sleeves, and prepare a
comprehensive change strategy from the onset to address barriers. If they can’t do it, then, they
should delegate or hire a change management agent to design an effective change management
strategy with the help of some of the organization’s managers.
7. Lack of Reward: There is a common business saying that managers get what they reward.
Organizational employees will resist change when they do not see anything in it for them in terms
of rewards. Without ‘WIIFM’ or a reward, there is no motivation to support the change over the
long run. This often means that organizational reward systems must be altered to support the
change that management wants to implement. The reward does not have to always be major or
costly.
8. Office Politics: Every organization has its own share of in-house politics. So, some employees
resist change as a political strategy to “show or prove” that the change decision is wrong. They
may also resist showing that the person leading the change is not up to the task. These employees
are committed to seeing the change effort fail.
9. Loss of Support System: Employees already in their comfort zones, working with the managers
they get along with, and who are operating within predictable routines know their support system
will back them up during challenging times. Changing the organizational structures may shake
their confidence in their support system. They may worry about working for a new supervisor, in
a new team, or on unfamiliar projects because they fear that if they try and fail, there will be no
one there to support them.
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10. Former Change Experience: Our attitudes about change are partly determined by the way
we have experienced a change in the past. For instance, if in your organization, you have handled
change badly in the past, the employees will have good reasons for rebelling. Again, in personal
lives, how employee’s families reacted to change during their early years is going to affect the way
they view change. Employees, who live in the same house, shop at the same stores, visit the same
social club, and drive the same routes daily throughout their formative years may have more
difficulty dealing with change than people who grew up in several different neighborhoods. In the
same way, those who become accustomed to associating with people who have the same values
and ethics may find it more difficult to appreciate the diversity of today’s workforce.
An employee who was raised in a family that viewed change as a challenge to be tackled will
probably have a more optimistic outlook about change than a person who was raised in a home
that considered change an unwanted experience that upset the predictable family routine.
REFERENCES
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Aswathappa K. (2005). Organisational Behaviour’, Himalaya Publishing House, New Delhi.
Fred L. (2005).Organisational Behavior’, McGraw Hill Publishing Company, New York.
Haveman, H. A., Russo, M. V., & Meyer, A. D. (2001). Organizational environments in Flux:
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