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Essay / Research Paper Abstract
From an economic perspective, organisational change is regarded as essential for continued growth and development. However, there are a number of other implication associated with organisational change, particularly in psychological perspective. This 7 page paper consider the different reactions and how they may be managed by the employer. The bibliography cites 12 sources.
Page Count:
7 pages (~225 words per page)
File: TS14_TEchngee.rtf
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Unformatted sample text from the term paper:
the source of problems, with employees resisting change either passively or aggressively. The reaction of employees may be purely psychological due to the way in which they perceive the change.
The way in which the changed in managed will have a great impact on the way it is perceived by the employees as positive or negative. In a recent survey
by OPP (2004) it was found that 84% of employees believed that change was a constant event, but only 6% said they wanted less of this.
This indicates that change may be motivational and can be positive. However, there are still high numbers of changes that result in failures. Organisational 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). The reasons for the failures of these organisational changes is manifold, but the overriding
reason appears to be the resistance encountered when managing change (Maurer, 1997, McCallum, 1997). To understand why this occurs and how it can be managed we need to look at
the employees reactions to changed. 76% of employees believed that change was imposed without discussion, and 56% believed that the change was not managed well (OPP, 2004).
However, with 77%% of respondents reporting good experiences related to organisation change and 55% reporting negative experiences it appears that practices are improving to manage
the way change takes place and control or guide the influence it has on employees (OPP, 2004). If we look at the work of Kurt Lewin his ideas may help
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