Effects of resistance to change in an organization.
Change in an organization is inevitable, and changing how an organization operates is often painful and frustrating. The major issues concerning resistance to change are driving forces for organizational change, causes of resistance to change, and ways of reducing resistance (Lunenburg & Ornstein, 2008). Lack of communication is a common factor that leads to resistance by employees to change. When employees do not have an idea of why they should change programs they are familiar with, they tend to resist. People may exhibit fear and anxiety over job security, employment levels, job satisfaction, different wage rates, loss of individual control over work, and changes to working conditions (Mullins, 2005). When employees also don’t understand their new roles when change is implemented, they tend to resist change. Change in an organization means that positions and titles will also change; therefore, roles and responsibilities may change.
The organizational climate is different when resistance to change occurs. Absenteeism cases emerge, and others start to appear very late and want to leave early. There is an avoidance of new assignments since employees wish to remain in the comfort zone of previous tasks and also give many excuses for avoiding the duties. A significant reduction in productivity is the greatest indicator of resistance in an organization. When all workers remain busy at work, but the productivity is low, it is an indication of resistance to change. Exposure to change results int low morale. The low morale makes the employees lose motivation to undertake new responsibilities and projects, as they feel uncomfortable and negatively affect productivity. Breakdown in communication is also observed among the employees in cases of change. It is the responsibility of managers to schedule meetings to explain the changes being implemented and provide a forum for feedback, concerns, and ideas about making those changes as efficiently as possible.
References
Lunenburg, F. C. & Ornstein, A. C. (2008). Educational administration: Concepts and practices. Belmont, CA: Wadsworth.
Mullins, L. J. (2005). Management and organizational behavior. Harlow, England; New York: Prentice-Hall/Financial Times.