Insights from Literature and Case Studies Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Introduction

Background

Organizations in today's world are facing the challenges of rapid advancements in technology and increasing demand for workforce knowledge. These demands are encouraging organizations to adopt different change management processes in organizations. Although the demand is there and change is inevitable, but still not every organization is successful in adopting change and managing it successfully(Matt Barnard, 2010).

Change has always been described as the only thing that is constant and with changes occurring in technology, political environments, cultures, economy, etc. the demand has become more evident especially for organizational leaders. With the success ratio at a downward trend the leaders should not only develop and implement the change, but also need to acknowledge and assess the process(Wilson, 2014). Change in organizations is becoming important, especially in their processes, structures, and objectives along with the growing demand in technology as well(Hala M. Al-Shamlan, 2011).

The increase in competitiveness has made the need for change inevitable for organizations, and they are expecting a change in adapting new technologies. On the other hand, downsizing and mergers are among the common changes that organizations are adapting. The factors that influence change are internal as well as external which actually decide the change the organization wants to adapt. With the increase in competition, the survival has become important for organizations and the best option remains change management(H. Breen, 2001).

Resistance is also inevitable in organizations for the change that the organization wants to implement despite of its nature or objective. However, some authors have defined the concept of resistance that is shown towards any change is the inability of the employees working in the organization to accept anything new or the unwillingness shown by employees(Oreg, 2003). On the other hand, according to some researchers it has been identified that employees perceive change as damaging or it is viewed as a threatening element for the individuals. Besides that people or employees that have suffered during the previous experiences show major resistance towards change and most part of the reaction comes from such people(Piderit, 2000).

The bad experience of people poses negativity with them and they try to show resistance towards change either openly or secretly. The negative perception of employees is a major barrier that can hurt the change efforts drastically. The managers need to understand that in order to overcome these issues or resistance, they will have to identify the reasons for it and the sources that motivate the resistance(Orega, 2006).

The self-interest of the individuals or the employees is the basic reason of the resistance that emerges from the employees’ part as they see change as a potential threat. It has been observed that employees are comfortable with the current state and are satisfied with their ongoing practices and routines that they do not accept change on a radical basis. As stated, that change is perceived as a threat to their vested interest which is why employees are not content with organizational change of any sort(Oreg, 2003).

On the other hand, another major reason of the resistance that occurs from the side of employees is due to the misunderstanding that exists between employees and the new process. The presence of misunderstanding restrict employees from viewing the benefits of the change that they can attain as they can only identify or are exposed to the cost related to it. However, misunderstandings exist in the organizations primarily due to the lack of trust between employees and the managers that hurt the communication channel drastically. In most of the organizations this is a common phenomenon and is the major reason that provokes resistance among employees(Wayne H. Bovey, 2001).

Insights from Literature and Case Studies Case Solution

Furthermore, the contradictory assessment of the cost and benefits is also a major reason that causer resistance and do not allow employees to accept the change and let it prevail. However, this resistance is due to the different perceptions and can be used constructively as well, but occurs primarily due to lack of communication in the organization or due to the bottlenecks that exist in the organization. Moreover, some employees in the organizations also possess low tolerance for change and do not allow any change to prevail easily in the organizations. Such people cause serious resistance in the implementation process and does not allow the change to be implemented easily(Robert Folger, 1999).....................

This is just a sample partial case solution. Please place the order on the website to order your own originally done case solution.