Abstract This paper revolves around the issue of change that is often implemented in several organizations.
The article first briefly discusses the need to change and then cover the two core issues of bringing a change in a particular organization: how the change is to be communicated in the organization and the positive or negative attitudes that result from the implementation of change across the organization.Resistance to Change In today’s fast-paced, dynamic and uncertain corporate environment, organizations are often faced with a dilemma of massively changing themselves in the way they operate if they are to stay in the leading positions. Organizations that fail to recognize the need to be adaptable to different changes are often the ones who are left behind in the race of reaching the top.
In order to successfully implement the required change, it is vital to have a proper channel of communication embedded in the organization that allows a smooth transformation from the current state to the new one. The primary reason for the change should be explicitly imparted to all the staff and efforts should be made to make them aware of the possible benefits that the organization foresees due to the change. A detailed plan should be devised and circulated to every relevant person with a chance for everyone to contribute effectively to the proposed plan.
The above said steps are only possible if the senior management has a high degree of confidence on its staff and allows them to participate actively in the change process. Change might not always get the desired result for the organization since there are some inherent fears borne in the mind of the people who are subject to change. These fears, apart from the fear of the unknown, arise from the threat of losing the jobs, upgrading themselves to some new technology or significant changes in the type of skills demanded by the employer. However, where the change process is effectively communicated, it can have the desired benefits in terms of increased productivity, motivation and flexibility of skills. Employees at the lower level will want to strive hard after the change if they see incentives for themselves from the management.ReferencesMing-Chu Yu (2009).
Employees Perception of Organizational Change: the mediating effects of stress management strategies. Entrepreneur. Retrieved from http://www.entrepreneur.com/tradejournals/article/198412914.html