Here is the synopsis of our sample research paper on Overcoming Employees’ Resistance to Change
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This 10 page paper discusses some of the reasons employees resist change, and what managers can do to assist them to accept it. Bibliography lists 5 sources.
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10 pages (~225 words per page)
File: D0_HVResChg.rtf
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resistance to change. Discussion Today, "change is all-pervasive in organizations," writes Albert F. Bolognese (2002). It is continuous, on-going, and often happens very quickly, and because it is a necessary
part of organization growth, employees who resist it "can actually cripple an organization" (Bolognese, 2002). But resistance is a natural and inevitable response to change, particularly if the employee feels
insecure or threatened in some way (Bolognese, 2002). If changes must be implemented, then its up to management to understand the employees reaction to the new situation, and to work
with them to help them adjust; failure to do so "can undermine even the "most well-intentioned and well-conceived change efforts" (Bolognese, 2002). There are several definitions of the word change
as used in dealing with organizations: Alvin Zander, who was an "early researcher" on the matter of organizational change, defined resistance to such changes as "behavior which is intended to
protect an individual from the effects of real or imagined change" (Bolognese, 2002). In 1977, Zaltman and Duncan defined resistance as "any conduct that serves to maintain the status quo
in the face of pressure to alter the status quo" (Bolognese, 2002). In 1999, Folger and Skarlicki defined employee resistance to change as "employee behavior that seeks to challenge, disrupt,
or invert prevailing assumptions, discourses, and power relations" (Bolognese, 2002). Finally, in 2000, Piderit suggested that resistance must be defined much more broadly, and noted that reviews of past research
"reveals three different emphases in conceptualizations of resistance: as a cognitive state, as an emotional state, and as a behavior" (Bolognese, 2002). Piderits idea that resistance is cognitive (i.e., reasoning),
further suggests that resistance to change arises because employees have negative beliefs or thoughts about it (Bolognese, 2002). Some other researchers agree, saying that negative thinking about change is in
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