HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

3.8 MANAGING RESISTANCE TO CHANGE
A reduction of resistance can be achieved in many different ways, the following are conditions or
steps however involved.
1. The objectives for and the purpose of the intended change must be clear.
2. Staff should be involved in the planning of the change, there must be analyses for staff air
their views and their resistances.
3. Communication about the proposed change also helps to clarify the reasons or effects of
the change.
4. Group patterns or habits must be identifies and catered for.
5. Retraining programmes must be supportive; threats to status, grade and security must be
minister.
6. Plans must be sufficiently in advance of implementation and thorough in conception to
avoid unnecessary pressures and anxieties.
7. The changes must be seen to have advantages over the old method
8. The initiators must be respected and trusted.
Resistance to change is heightened if managers fail to recognize the above pre-conditions before
making changes. The choice to manager is however very clear; they must plan in advance for the
impact of changes or wait until they forced to react with the consequential disadvantages.
4.0 TUTOR MARKED ASSIGNMENT
Management should not see resistance to change as something to overcome. But how must
management respond to resistance to change?
5.0 CONCLUSION
In this unit we have discussed the nature of change and other change related issues such as
External and Internal Causes of Change and Rate of Change, Impact of Change on Employees and
the Organisation, Approaches to Introducing Change, Response to Change, Implications of
Resistance to Change, Strategy for Responding to External Challenges for Change and Managing
Resistance to Change. It must be noted that there is no best approach to introducing change hence
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