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Organizational resistance

Discuss about the Management for Poor Organization Communication.

Organizations face resistance from the employees especially when the change is needed to be embraced by the firms. When companies are performing poorly, there is need to initiate change in order to prevent the organization from collapsing (Zoni, et.al. 2012). The change in the organization’s model is perceived differently by the members of the organization resulting in resistance. The fear of the uncertainties is the major ignition of resistance in the organizations. Employees’ make changes in the organization to be a problematic and make it impossible for the creativity and innovation which are important aspects of success. New strategies that target at improving the organizational performance will always touch the aspect of the organizational culture as well as the structure of the organization (Wagner et.al., 2011). Management should not be discouraged by such resistance but work smart for the betterment of the organization.  Common causes of resistant in the organization entail lack of trust, feeling excluded in organizational matters, self-interests and poor communication in the organization. If these factors are not dealt with timely, they may cause the organization to collapse. The management of the organization needs to work as a team in order to embrace change. In this regard, management approaches such as timely communication, involving the members in the matters of the organization and planning ahead should be enhanced in the organization (Verboncu, 2013). The paper gives an analysis of various factors causing resistance in the organization and the approaches to combat resistance.

To begin with, the organization may experience resistance due to the aspect of poor communications in the organization. Communication is a crucial factor determining how the organization carries out its activities. It is a key tool in coordinating functions in the organization. The approach helps the management to delegate duties to its (Tessier & Otley, 2012). Changes within the organizations are initiated by the aspect of decision making by which every member of the organization should be aware of.   Most of the changes demand a change in the organizational cultures, change of the product or the service offered as well as change in the structure of the organization.  These aspects of change if not communicated timely to the members of the organization in order to prepare them, will cause resistance to the newly proposed projects thus hindering the operations of such firms. An organization without clear communication procedures are more likely not to succeed in its plans (Steen, 2011). The organization of facing such communication was the Swire group whose reputation has been ruined as a result of this. The British Petroleum refinery suffered fire accidents due to poor communication.

Poor organization communication approaches

Self-interest barricades the organizational development since it leads to resistance. Individuals with the ego in the organization rarely can adapt to new changes in the organization meant to expand the firm.  Many employees are not concerned with the goals of the organization but their own interests, for example, maintaining their own status quo. They work hard not for the benefit of the organization but their own private agendas. Such employees even if they know that the change to be impressed will impact the organization positively, they keep on resisting such models until their ego desires are gratified. (Agboola et. al., 2011). An example is the Electrical retail Chain Comet Group that collapsed in the year 2007 as well as the SilliconValley Company.

Feeling excluded by the rest of the members of the organization can cause such individuals to resist plans made in their absence. Every member of the organization wants to be part of the change made in the organization. Such members need their voices to be regarded in the process of embracing change so that they feel involved in the organization. In the cases where employees hear certain changes being embraced in the organization without their input. They feel offended, not needed in the organization and therefore their motivation of moving the organization to a different level is lowered (Cruz et.al. 2009). Compaq organization collapsed due to exclusion of the employees in the operations of the company.

To combat resistant in the organization, the management needs to be quick in putting their organizational models in place. The effective change being applied to the projects is likely to face less resistance than leaving issues to be discussed by the employees who may have their own concerns that are far from improving the company. The approach not only manages resistance but also engages the members of the organization to be active to changes and respond accordingly. The minds of the employees to embrace change are sharpened. To realize management change the organization should use the initial approaches laid down at the beginning of the project. Additionally, there is the need for the organization to involve the management as the active people to foster change. The top management needs the support of not only the employees in adopting the change strategies proposed but also the frontier supervisors is fundamental too. The organization needs to communicate to its employees on the desire for the change (Dudovskiy, 2013). Zappos Company utilized online approach of selling it products immediately the idea was innovated. Additionally, since 2010, Warby Perker has been embracing online selling. The approach was implemented immediately.

Self interests

Resistance in the organizations exists even if the importance of such changes is clearly communicated to the employees. Every organization has members with various intentions that could be far from developing the organization. The members of the organization need to be bold and move forward to embrace change despite the challenge of the uncertainties. It is also important for the management to consider the fact that it is possible for the human beings to adopt change in behavior though it is an evolving activity (Eri? & Stefanovi?, 2008). Furthermore, it is fundamental for the organizers of the project to identify the elements of resistant in their project before initiating such projects in order to help in developing ways of dealing with such cases. Before embracing change, the management needs to monitor highly hardworking employees, the individuals who launched the culture of the organization and those who have been successful and rewarded in the current system. These groups if not proactively handled may ignite resistance in the organization (Habib, 2013). Some of the companies utilizing this approach entail the Network Capital Funding Corporation.

There is the need for the organization to understand the fact that management resistance is not an event but a process. It should be handled procedurally for instance through preparation for change, managing the change and then later reinforcing the change. This will ensure that members adjust as the time goes by hence minimizing the likelihood of resisting. Additionally, the members who perceive the organization at heart should be involved when planning to enhance change in the organization. Such members give their views genuinely on how to overcome barriers to change. These include the senior leaders, managers, and supervisors. Such member will ensure that the organization moves forward, therefore, it is important for the top management to involve them fully before launching organizational change .Some of the companies embracing this approach includes The Coldwell Banker Company (Habib & Shah, 2013).

There are various causes of resistance in the organization that can be controlled timely, for instance, poor communication and lack of involving employees in organizational matters. There is the need for the organization to lay down a clear structure of communication as well as involving the members in crucial matters of the organization. An example of the organization embracing the approach is the Boys and Girls Club of America (Goksoy et.al 2012).

Conclusion

In summing up, it’s important for the management of various organizations to regard crucial elements such as effective methods of communication, know every intention of the employees and launch change procedurally when all the members of the organization are aware of the changes to be embraced.  Notable changes such as technological advancement and change in the organizational structure need to brief employees time to adjust to the changes. In implementing the new models for the organization, response to change is essential which can only be realized if the appropriate approaches to deal with resistance are enhanced. The fear of the uncertainties by both the employees and the management are main key elements for failure to be realized. For the betterment of the organization to enhance success the firmness of the leadership matters a lot.

References

Agboola, A.A. & Salawu, Raflu O. (2011). ‘Managing Deviant Behavior and Resistance to Change’. International Journal of Business & Management 6(1), 235-242.

Cooper, D., & Morgan, W. (2008). Case study research in accounting. Accounting Horizons, 2 (22), 159-178.

Cruz, I., Major, I., & Scapens, R. W. (2009). Institutionalization and practice variation in the management control of a global/local setting. Accounting, Auditing & Accountability Journal, 22 (1), 91-117.

Dudovskiy J. (2013), Research-methodology.net, Leadership Change at Apple and its Implication on Organizational Culture. [Online] Available from: https://research- methodology.net/leadership-change-at-apple-and-its-implications-on-organisational- culture/[Accessed on 2nd Sep 2014

Eri?, M. & Stefanovi?, M. (2008). Comparative characteristic of TQM and reengineering, International Quality Conference.

Ferreira, A., & Otley, D. (2009). The design and use of performance management systems: an extended framework for analysis. Management Accounting Research, 20 (4), 263-282.

Goksoy, A., Ozsoy, B., & Vayvay, O. (2012). Business Process Reengineering: Strategic Tool for Managing Organizational Change an Application in a Multinational Company. International Journal of Business and Management, 7(2), 89–112. doi:10.5539/ijbm.v7n2p89.

Habib, M. N. (2013). Understanding Critical Success and Failure Factors of Business Process Reengineering, (2001), International Review of Management and Business Research Vol 2 Issue 1. 1– 10.

Habib, M. N., & Shah, A. (2013). Business Process Reengineering: Literature Review of Approaches and Applications, Conferece Paper at Proceedings of 3rd Asia-Pacific Business Research Conference, At Kuala Lumpur, Malaysia (February).

Steen, M. V. D. (2009). Inertia and management accounting change: the role of ambiguity and contradiction between formal rules and routines. Accounting, Auditing & Accountability Journal, 22 (5), 736-761.

Steen, M. V. D. (2011). The emergence and change of management accounting routines. Accounting, Auditing & Accountability Journal, 24 (1), 502-547.

Tessier, S., & Otley, D. (2012). From management controls to the management of controls. Accounting, Auditing & Accountability Journal, 25 (5), 1-33.

Verboncu, I. (2013). Redesigning the organization's management, Bucharest: PrintTech Publishing House.

Wagner, E. L., Moll, J., & Newell, S. (2011). Accounting logics, reconfiguration of ERP systems and the emergence of new accounting practices: a sociomaterial perspective. Management Accounting Research, 22 (3), 181-197.

William, C., McWilliams, A., & Lawrence, R. (2017). Management . South Melbourne: Vio:Engaage Learning.

Zoni, L., Dossi, A., & Morelli, M. (2012). Management accounting system (MAS) change: field evidence. Asia-Pacific Journal of Accounting & Economics, 19 (1), 119-138.

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