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Essay / Research Paper Abstract
This 6 page paper considers how change may be managed within an organisation. The paper beginning with an outline of how and why resistance may occur and then looks at tools which can be used to overcome resistance and win over employees at all levels. The bibliography cites 5 sources.
Page Count:
6 pages (~225 words per page)
File: TS14_TEorchng2.rtf
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Unformatted sample text from the term paper:
is to be increased integration and the implementation of the electronic agenda set by the government there is likely to be resistance met. In looking at the theory that
surrounds change and how it may be used to understand and overcome resistance the process of change may be adapted to enhance the positive aspects and minimise the resistance and
the causes of resistance. The level of difficulty that may be encountered can be indicated by looking at the private sector where changes to do with new technology and software
have a failure rate of 20%, mergers and acquisitions organisational changes fail at a rate of 29% (Maurer, 1997). Reengineering is higher at 30% and of most concern is the
figure for quality improvement, which is 50% (Maurer, 1997). In all these cases the failure is often due to lack of planning by management and the resistance levels that were
not successfully tackled. In order to control resistance at all levels the change needs to be actively managed, therefore the process of organisational
change requires understanding and to be effect the change must be permanent (McCallum, 1997). Resistance to change is seen as the natural state, Senge argues that this is cultural, and
we are conditioned to resist change. However, although failure level may be high, success levels are higher, and as such the resistance is a factor that can be overcome. In
most cases there will be some form of fear, but there will also be an internal cost benefit analysis by an employ, especially where systems are changing, if they feel
it is in their benefit overall resistance will be lower or eliminated, the understanding of this principle is key to understanding managing change. This process Lewin observed occurring in three
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