HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

communication to the management that something is wrong. It might mean that there is a
lot of apathy in the organization. The management in this circumstance should see the need
to improve communication.
(ii) Positive: There are positive response which signifies acceptance of the change by the
employees. It also signifies effective communication from the management about the
change process and about the benefits of the change. Generally, it may by summarized
that this response from the manager’s perspective might indicate:
That response has effectively and efficiently contributed to goal
accomplishment.
That subordinates are co-operative, adaptive, progressive and “able to cope
with change”
That those changes are favourable to the employees which may translate to
more pay, benefits and promotion.
That even where change result in major behaviour modification, it may not be
resisted where:
(a) Change was properly introduced
(b) Employees have capacity for coping with change
(c) Effect on human interaction is minimal.
The Hawthorne studies particularly revealed that response to change depends not only on change
itself but also on the attitudes or sentiments of employees.
(iii) Negative. Negative response to change where it occurs tells the management that the
change is not wholly or partly acceptable and this can lead to sabotage of the management
effort. Technically, it means the employees are resistance to the change and this can be
very destructive. This response to change by employees is viewed by managers as;
i. Dysfunctional to goal achievement
ii. See employees as stubborn, uncooperative and unable to cope with change.
From the subordinates’ perspective, resistance to change may be:
i. Just normal behaviour, neither negative nor positive
ii. Viewing change as causing personal loses of one kind or the other e.g. fear,
insecurity, loss of self esteem.
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