Resistance and Adaptability in Change Management at Vocational High School in West Java, Indonesia (original) (raw)

Managing Organizational Change. Overcoming Resistance to Change

2009

Why is leading change important? The most basic reason is that entities, whether they be individuals, managers, teams, or organizations, that do not adapt to change in timely ways are unlikely to survive. The resistance of the change characterizing the bureaucracy in public sector’s organizations. In US, Fortune Magazine first published its list of America’s top 500 companies in 1956. Sadly, only twenty nine companies from the top 100 on the original list remain today. Survival, for any type of organization cannot be taken from granted. The most successful companies know that, to survive, they must adapt to accelerating and increasingly complex environmental dynamics. Today’s norm of pervasive change brings problems, challenges and opportunities. Those individuals, managers and organizations that recognize the inevitability of change, learn to adapt to it, and attempt to mange it, will be the most successful.

Organizational Change, Change Management, and Resistance to Change – An Exploratory Study

2018

For any organisation to remain afloat, it must always position itself to competitively struggle for the limited resources from the ever changing and dynamic environment; by not only responding to change but looking out for change. Organisational Change, change management and resistance to change; are tripartite concepts in which no one can be conveniently treated singularly without mentioning the other ones. The methodology adopted in the study is exploratory approach. It examined the literature to present how change management determines the level of change resistance and the eventual organisational change. The paper commenced with the conceptual literature, to the theoretical literature, empirical literature, findings from the literature, the conceptual framework, and the conclusion. Recommendations were made for organisations to avail themselves of the services of experts in human capital management, to handle change implementation programmes for them. Keywords: Organisationa...

Change Management- Overcoming Resistance to Change

Organisations that seek to implement change within their processes will more often than not experience resistance to the desired changes. “Resistance to change has long been recognised as a critically important factor that can influence the success or otherwise of an organisational change effort.”(Waddell and Sohal 1998) Members of an organisation maintain learned behaviours. Unlearning their behaviours and relearning new behaviours very often is a difficult undertaking, as it is counterintuitive to one’s instincts to maintain the status quo. “resistance as any conduct that serves to maintain the status quo in the face of pressure to alter the status quo” Zaltman and Duncan (1977, p. 63) One of the most difficult constraints to achieving change within an organisation is the implementation of change with minimisation of resistance. There are steps to mitigate the resistance factors that will help to promote sustained change.

Facilitating Organizational Change: Understanding and Managing Resistance

2020

The purpose of this research is to explore the nature of employee resistance to organizational change, and to understand why resistance occurs and how to minimize resistance and facilitate the process of change. It is examined some key elements of organizational change such as the scale of change, change enablers, change methods, and change response. It is considered the cognitive, affective, and behavioral reactions of employees to organizational change, and how these reactions are shaped by individual personalities, the method of implementation, and the management styles and relationships with employees. In addition, this paper includes some research-based recommendations aiming to reduce resistance to change and to facilitate the change process.

Coping with Resistance to Change in Organizations

lnu.diva-portal.org

Globalization, new technologies, culture shifts are some of the factors contributing to the fast-moving environment where organizations develop their activities. As a consequence, organizations have to change more frequently in response to the environment. The ability to manage change effectively has become crucial. However, recent research shows that 2 out of 3 change initiatives fail. Resistance to change is often cited as a main factor contributing to these failures. Based on that we decided to analyze the concept of resistance, its sources and what can be done to cope with it. After reviewing the literature we found that most researchers consider it as an obstacle; however, we also found that resistance can offer benefits to the change process, such as addressing possible weaknesses or serving as a source of innovation. We described a model to diagnose resistance based on the equity theory with an empirical illustration included. In addition, to manage resistance properly we found that communication and participation are two methods that target numerous sources of resistance and make possible to harness its benefits. Finally, we described the attributes of transformational leaders linking them to a specific example of the sports field to show the effective role that this leadership style has in terms of bringing changes to organizations and managing resistance.

Change Management Employees’ Resistance Towards Organizational Change

Romanian Statistical Review Supplement, 2014

The paper presents the results of a study carried out using data from the AnticrisisManager platform, in order to identify the Romanian economy areas that offer the biggest opportunities for change. The model used in this study allows ranking the economic sectors on a scale from 1 (low variation/ risk) to 10 (high variation/risk), each industry / sub-industry being correlated with a risk factor. Taking into consideration the high rate of failure for change projects, approx. 70% according to the published work in this area, the paper also identifi es the main causes of resistance to change, the levels of resistance, as well as several strategies for overcoming resistance to change.

Adaptability, Acceptance and Resistance to Change of Local College Personnel in the Province of Batangas Philippines: Basis for Organizational Change Management Framework

European Journal of Business and Management Research

Change is indeed one of the struggles of any employee and company itself when there are changes in administration, leadership, and in-office occurs. Cognitive, affective, and behavioral adaptability in times of change are the three main facets of adaptability that are considered intrinsically related (Ashford and Taylor, 1990; Ployhart and Bliese, 2006; Van Dam, 2013). Marques (2016) concluded that acceptance grows as the changed situation loses its threats. Different dimensions are being distinguished such as open expressively, concealed, active, and passive support. Meanwhile, Rehman et al. (2021) mentioned that it is vital to shape the employees' resistive attitudes for the successful implementation of change, while their readiness greatly influences resistance (Banguntopo, 2018). The researchers further evaluated the personnel's adaptability, determined the personnel's acceptance, and assessed the personnel's resistance to change in local colleges. The researcher...

Achieving Organizational Change: Preparing Individuals to Change and their Impact on Performance

Public Organization Review, 2020

Employees are required to be ready to face organizational change and have competencies that are in line with the development of science and technology which is the implementation of bureaucratic reform. This study aims to develop a model to prepare individuals to deal with, and respond to, changes and their impact on the performance of the individual within an organization. Change-oriented leadership, employee adaptability and the internalization of organizational values are indicated as important antecedents to the readiness for change, which, in turn, will affect individual performance. Data were collected from 116 respondents as employees in the National Statistics Office (NSO) of Central Java Province, Indonesia. The analytical method used SEM (Structural Equational Modeling) to test the hypotheses and Sobel Test was used to test the effect of mediating variables in the model. This research conclude that change-oriented leadership, employee adaptability and organizational values, have a positive and significant influence on readiness to change. Once the employees have high level of readiness to change, it will influence their performance.