3 behavioural responses seen when change occurs in an organisation
Organizational change process
Supervisors lucky enough to have enthusiastic employees need to support and nurture them, because their enthusiasm can infect other employees and help make the implementation of change much more palatable for everyone. However, the traditional skills possessed by most of these managers do not include that of being an effective Change Agent. Any companies that will not make changes risk being left behind, forgotten, risk competitors driving them out of business or possible closure. I love change management, but I hate any change that is badly introduced and woefully managed. The satisfaction that employees have with their job determines a portion of their reactions during times of change. Once fear and insecurity are heightened, an organization will waste a lot of time getting back to a place of order, understanding, and productivity, and many people will first head to their desks to update their CV call employment agencies and their families. All these behaviors can sabotage the success of any change. Anger Some employees are so resistant to change that they become frustrated and angry. Bring it on! How organization's overcome environmental changes? However, this is a dilemma for public companies, where investor communication is a priority and then employees hear about a merger or reorganization on their car radio while on their way to work.
From their perspective, your change is harmful to their position in the organization! It is seen often in management journals, heard often in management discussions.
Any sweeping changes on the job can cause employees to fear for their roles in the organization.
Recognising behaviors that indicate possible resistance to change will raise awareness of the need to address the concerns. Such strategy has its advantages and disadvantages. I know that people resist change because of lack of communication — on the what, why, when, how, who and the support needed for those affected.
For this reason, organizational change does not come easy.
Beside the MRT and This new position The following positive responses to change usually come from employees who feel a high degree of self-esteem, personal competence and self-confidence.
Successful managers understand that employee responses vary greatly, so communicate regularly to employees during the transition.
based on 96 review