UNIVERSITY approaches. This process includes the diverse management activities

UNIVERSITY OF
PORT HARCOURT

SCHOOL OF
GRADUATE STUDIES

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FACULTY OF
MANAGEMENT

DEPARTMENT OF
MANAGEMENT

 

ASSIGNMENT ON:

Managing change resistance in strategy
implementation

 

      NAME: KANU PRECIOUS .C.

NO.:
G2016/MSC/MGT/FT/002

COURSE:
Strategy and Structure

LECTURER: Dr.
Eketu

 

 

 

 

 

 

Abstract

This study looks into change resistance, concentrating on the management of
change resistance in strategy implementation. It offers an in?depth education of resistance to change. Through a more examined
technique, this research looks into approaches in managing resistance to change
and connecting resistance to the advantage of the organization. This paper via
empirical research displays systematically the consequence of change resistance
in strategy execution and how managers can use and work through change
resistance. It also expresses which resistance vary most, range of change and contributing
clues around where establishments ought to pay distinctive consideration when introducing
a change procedure.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Introduction

After strategies have
been agreed on, the following process is the implementation of the agreed
strategy. Strategy implementation is an essential and vital portion of an
organization. It is the procedure of apportioning
resources to support the approved and preferred approaches. This process
includes the diverse management activities that are indispensable in putting
strategy in motion, begin certain tactical controls that supervise growth, and ultimately
achieve organizational goals. While execution of strategies are necessary in an
organization, resistance to change of such strategies is unavoidable. There is certain
to be a reaction to the execution of said strategies. The goal of this paper is
to illustrate how a good and pleasing management of change resistance would reassure
and rise quality and growth in strategy Implementation.

 

Literature
Review

(Lawrence, 1954; Maurer,
1996; Strebel, 1994; Waddell and Sohal, 1998, among others) emphasize that the
basis for the lack of success of many change initiatives can be found in
resistance to change. (Beer and Eisenstat, 1996; Goldstein, 1988; Lawrence,
1954; Piderit, 2000; Waddell and Sohal, 1998) looks at Resistance as a source
of information, being useful in learning how to develop a more successful
change process.

The general aim of
organizational change is an adaptation to the environment (Barr, Stimpert and
Huff, 1992; Child and Smith, 1987; Leana and Barry, 2000) or an development in
performance (Boeker, 1997; Keck and Tushman, 1993).

Type
of changes

The first type of changes
are small changes that modify certain minor parts, looking for an enhancement
in the current situation, but keeping the general working structure (Blumenthal
and Haspeslagh, 1994; Goodstein and Burke, 1991; Greiner, 1972; Levy, 1986;
Mezias and Glynn, 1993; Nadler and Tushman, 1989; 1990). The second type of
changes are strategic, transformational, and innovatory or second order ones.
They are radical conversions, where the organization totally changes its necessary
structure (Blumenthal and Haspeslagh, 1994; Ghoshal and Bartlett, 1996;
Goodstein and Burke, 1991; Marshak, 1993; Nadler and Tushman, 1989, 1990),
looking largely for a new competitive benefit (Hutt, Walker and Frankwick, 1995)
and affecting the basic competences of the organization (Ruiz and Lorenzo,
1999).

 

Conceptual
Review

Dependent variable:
Change
resistance

Independent
variable:
Strategy  Implementation

Empirical
Review

Behavior

Behavioral approach concentrates
on individual attitudes in clarifying the nature of change. This approach
conceives the change in organizations as highly reliant on on associates of
organizations and their behavior. The failure or success of getting planned outcomes
should be examined in the performances of individuals and the situations
(Cameron & Green, 2004). The nature of change in the organizations can be
understood by studying the behaviors of people and their effects. According to
behavioral tactic, by generating appropriate surroundings and useful involvement
approaches; change can be coped and organizational advancement might be attained.
The main worry of change agent should be behaviors, observations and approaches
of people in the procedure of transformation execution and managers should
concentrate on refining announcement, group performances, organizational values,
organizational learning and enthusiasm in workshop in order to accomplish anticipated
outcomes and positive modifications (Christensen, Marx & Stevenson, 2006).

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