HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

iii.
Even where change is socially desirable it may be resisted where it causes
emotional stress and require adaptive behaviour.
The point must again be made that management should not see resistance to change as something
to overcome. Rather, management should note that something is wrong and it calls for
improvement in the strategy requires a new thinking to make the change acceptable.
3.6 IMPLICATIONS OF RESISTANCE TO CHANGE
The nature inclination of most people is to change because it upsets their way of doing things and
threatens their security. Indeed, managers have always viewed subordinates as constantly resisting
change especially resistance to change is a serious problem for managers. However, managers
should not always see resistance to change as some thing to be overcome. Rather resistance should
be regarded as a sign that something is wrong. Resistance to change is neither always good not
bad.
Generally speaking, resistance to change has implications. This includes:
ii. Resistance can be very disruptive to work performance.
iii. There may be sabotage i.e. destruction of property by discontented workmen.
iv. Resistance may also be a signal on the need to improve communication by managers
about purpose and the specifics of change desired.
v. Resistance to change can revealed the need for a better approach for introducing and
implementing change.
vi. It can equally suggest the need for more realistic timing.
vii. Resistance can also reveal the inadequacy of current procedure for anticipating
changes.
Given the foregoing therefore, it may be concluded that:
a. Absence of resistance to change may be harmful to the organization
b. Absence of resistance to change may be indicative of an organization climate of
suspicion, distrust and fear.
c. As stated earlier, rather than seeing resistance as something to be overcome at
all cost, managers should instead view resistance to change desired as:
i. a (more) behavioural response
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