Organization Change Management for Theory -myassignmenthelp

Question: Discuss about theOrganization Change Managementfor Theory and Practice. Answer: Introduction: Organisational culture and change is inevitable, this is because of the change in the external as well as internal environment of the organization (Burke, 2017). This change in the organizations is not always welcomed and this resistance is mainly done by the employees of the organization. This essay discusses about the basic concept of organizational change and the response to overcome the resistance of these changes. This study can be used by the organizations to make the strategies in order to overcome the resistance of change by the employees. It also helps in understanding of the issues that makes the employees to resist such changes in the organization. Organizational change: Organizational change can be referred to as the changes that take place in the companys processes, strategies, and structure etc. these changes need to be done in order to withstand in the industry and in order to maintain the balance between the organizational processes and the dynamic environment (Cameron Green, 2015). When any of the change is implemented in the organization, it has been resisted by some or the other factors. It is always said that change is good but these changes is still being criticized and resisted by the employees of the organisation. It has been analysed that employees are found to be the biggest reason of resistance of change in the organization. Causes of resistance to change: There are different causes that have been suggested that causes the resistance to change among the employees. Some of them are discussed below: Selective perception: it is the type of perception where the people used the limited knowledge to make the perception that matched with their thinking (Palmer, Dunford Akin, 2009). Thus, this results in a kind of perception that is difficult to alter with the reference to the change in the organization. Lack of confidence: Most of the employees resist the changes in the organization. This is because the changes that are made may require the employees learn new things and employees have fear that they do not have that much confidence to learn new things and implement in the processes. Loss of job: when any of the change in the structure of the organization is implemented, it may require to right size the organization. Thus, fear of job loss is always there in the minds o the people (Lscher Lewis, 2008). Poor engagement: If the employees are not engaged in the process of decision making, they do not have any idea about what are the changes that are going to be implemented in the organization. Thus, facing the challenges of learning new things and unlearning the old process become hectic and difficult for the employees. Habit: It is habit of some of the peoples to be in the stable environment and thus they resist kind of change in the environment whether it is good or bad. Theories related to resistance: As far as the theoretical aspect of change and resistance is considered, there are two variables suggested that form the basis of resistance to change and the assumptions of the employees regarding the change (Carter, 2008). The first one is changeability and second one is emotionality. The changeability can be referred to have the assumed prospect of influencing the resistance of level of change of the employees while emotionality referred to as the level of emotions involves with the resistance. When both these elements are placed I the diagram, it results in four interpretations. Resistance as opinions: High Changeability and low emotionality It is the situation where an opinion has been made by the employees regarding the change. This needs to be managed by the leaders by educating the employees about the change and the reason of the change in order to alter their opinions (Hayes, 2014). Resistance as psychological reaction: High changeability and high emotionality It is the situation where the employees have social stereotypes thinking about the change. The social psychology of the person is highly influential factor in this case that causes resistance to change. In this situation, the cage can be managed by making the employees accept the panned changes while in first interpretation the opinions are altered by negotiations in the panned changes. Resistance as conviction: Low changeability and low emotionality In this case, the resistance to change is understood as the result of ethics and ideals. Here, the employees resist the change because of their emotional ideals and fundamental priorities. Morality is also one of the factors that drive the resistance to change (Cummings Worley, 2014). The change can only be managed by alteration in the thoughts and the priorities of the employees. Resistance as personality: low changeability and high emotionality Here the major reason of resistance to the change is the personality of the person that is based on his emotional context. Making the changes in their opinions of the employees in this case is very difficult as it is required by the management to change the personality of the person. After understanding the theoretical aspect change, it has been identified that different reasons are there that affect the resistance of change. The above framework provides the information about the change management theory that can be used in order to manage the change in different resistance cases. Overcoming the change resistance: The organizational change can be in structure, process or technology but the organization bring the change only to improve the quality and quantity of the services and the outcomes of the organizations. In order to implement the changes effectively, it is required by the organizations to understanding the influence of resistance to change and the process of implanting the change. Neglecting such reasons may results in poor implementation of the change and restricts the improvement that was expected from the change (Burnes Cooke, 2013). It is important for the management to realize the importance of change management and overcoming the barriers or the resistance to change. The strategies or model should be used by the management or the leaders in order to support the employees and the organizations well to adopt the changes implemented in the company. Lewins has given a great model of change management that needs to be adopted in order to management the change in the organization by the management. The theory involves three steps that are unfreezing, transition and refreezing (Shirey, 2013). Following is the brief description of all the steps that needs to be practiced in order to implement the change in the organization: Unfreezing: It is the step where all the old processes or the old leanings of the employees need to be unlearned. Here the management has to ask the employees to forget all the processes they are using till now so that they can be open for the new learning and the change. This is the major step to be conducted because filling the empty mind is easy but learning the already existing process in the minds of the people is very difficult. Transition: It is the most important stage of the process. Here the changes have been implemented in the organizational processes or the structure. The changes are implemented according to a proper format (Ford, Ford D'Amelio, 2008). All the employees must be aware of the changes implemented. Proper training should be given to the employees regarding the changes so that they can easily about the same. Freezing: this is the last step of the process. Here the employees have to adapt the changes that have been implemented. As they have unlearned the old process and the change have been implemented, now the time has come where they have to adopt the changes. At this stage, the employees start working according to the new process and develop the familiarity for the new processes (Jones Jones, 2010). The above theory or the change management model is used by many companies and is proved to be very successful in the field. This model is most effectively used by the companies implement the change in the organization. Conclusion: It has been concluded from the repair that making changes in the organization is very important. This fact of resistance to change cannot be denied but the management of the organization need to identify the reason behind the resistance and then implement the strategy that can be used to manage the change effectively. It has been analysed that there are various reasons that drives the resistance among the employees to adapt those changes. These resistance need to be overcome by the practices or the strategies. One of them is given by Lewins for the change management. This is the theory or the model that supports the employees to adopt the changes with the steps such as unfreezing, transition and freezing. References: Anderson, D., Anderson, L. A. 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