resistance to change

Topics: Leadership, Change management, Management Pages: 10 (1889 words) Published: February 7, 2014
Contents
Introduction-The need for change .................................................................................................................................... 2 1.

Resistance to change ............................................................................................................................................ 2

2.

OD Practioners ...................................................................................................................................................... 2 3.

Skills of OD practitioners ................................................................................................................................... 2

4.

Advantages vs Disadvantages of Internal and External Consultants .................................................................... 4

5.

Types of change .................................................................................................................................................... 5

6.

Types of leadership ............................................................................................................................................... 5

Conclusion ......................................................................................................................................................................... 7

1

Introduction-The need for change
There is a need to change because of the external forces and the internal forces. The external forces that forces the need to change are market shifts, competitive pressures and radical new product technologies. The internal forces are change of leadership and managers try to improve methods and practice. 1.

Resistance to change
Resistant is a signal that something is wrong with the change process. The inherent problem in managing the need for change (resistance) is misinterpretation. Misinterpretation evolve into a psychological concept, creating subjectivity between employees and managers some people resist change on their personal status quo, such as loss of status, loss of pay or loss of comfort. Employees resist to change because of uncertainty, not knowing what to expect after the change. This is a result of lack of education or knowledge provided by the organisation in regard of the change. Strategy and key message passed down by the organisation are at times not coherent and therefore creating Confusion. Poor theoretical support and managerial support can lead to employees resisting change. Some of them resist change as they have to leave their comfort zone and try something new.

2.

OD Practioners
the general roles of an OD practitioner is diagnosing problems, developing solutions and helping to implement solutions.
There are 3 types of OD practitioner:1. OD professionals - They can be external or internal. They are consultants who specialise in OD as a profession.
2. Professionals from other related disciplines – People with OD skills gained ‘on the job’ 3. Managers and administrators – Managers or staff who have gained competence in OD

3. Skills of OD practitioners
All OD practitioners should have a mixture of personality traits, experiences, kinds of knowledge and skills.
Generally, OD practitioners should have:- diagnostic skills, - basic knowledge of behavioural science techniques,
- imagination,
- creativity,
- flexibility,
- honesty,
2

- consistency,
- trust,
- empathy,
- problem-solving ability,
- goal setting ability,
- ability to do self assessment and objectivity.

Core and advanced skills that they should processed are:- general consultation skills, - intrapersonal skills,
- research and evaluation knowledge and skills/research design - data collection
- organisation behaviour/organisation development knowledge and invention skills - Data Analysis
- Presentation skills
- Data Analysis
- Presentation skills
- Experience as a line manager/major management knowledge areas -...
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