Change is necessary and inevitable. The nature of the workforce (aging population), technology (widespread wobble and computerized systems), economic shocks (record of low interest rates), competition (mergers and consolidations), social trends (retirement of bollix up Boomers) and world politics (opening of markets in China) are all forces of change in todays world1. Individuals and organizations strive to adapt to the dynamic environment for survival. To remain competitive in the workforce, an individual dexterity need to continuously improve his or her skills and knowledge by taking part-time studies. To maximize profitability among competitors, an organization dexterity need to realign its business lines by centralization or outsourcing. Wherever there is change, there is unsusceptibility. shelter to change stems from homophile characteristics such as perceptions, personalities and needs. Change can be foreclose if it is perceived as disruption to routines or status quos. This is imperil because it creates a fear of the unknown future as easy as failures. Change can also be displease if someone else is trying to tell us how to do our agate line better when the existing way of doing business may let suited us just fine.
To effectively and efficiently carry out change, it is therefore important to understand the reasons why individuals resist change. I will briefly describe the four common reasons for resistance to change and then discuss methods for overcoming resistance to change2.
Reasons for resistance to change
Resistance to change is a reaction. Change can be any good or bad depending on who is being affected by it and what its impact is. A promotion is generally considered convinced(p) and this kind of change is therefore good. Imagine an employee who is satisfied with his or her existing position as a documentation specializer and has no ambition in his or her career. This employee might deal the promotion as a senior documentation...If you want to engage a full essay, order it on our website: Orderessay
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