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Resistance to Change and Workplace Stress

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Urgent help is needed. I need some ideas to get me started on each question.

1. Resistance to change is an irrational response." Discuss.

2. Identify sources of stress for middle-level executives in a large traditional company struggling to improve organizational performance.

3. Had you been CEO of this company, detail the strategies you would have adopted?

Thank you.

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Solution Preview

Hi,

Good questions! Let's take a closer look. I also attached one supporting article on resistance.

RESPONSE:

1. Urgent help is needed. I need some ideas to get me started on each question. Resistance to change is an irrational response." Discuss.

Resistance is a normal response to change. Individuals naturally rush to defend the status quo if they feel their security or status are threatened. For example, Folger & Skarlicki (1999) claim that "organizational change can generate skepticism and resistance in employees, making it sometimes difficult or impossible to implement organizational improvements" (p. 25, as cited in http://www.newfoundations.com/OrgTheory/Bolognese721.html).

It is the manager's responsibility to understand and work with employee resistance which often works to move the employee towards accepting and seeing the change as important to them and to the organization. This is often accomplished through open communication and employee involvement in the change process. If management does not understand, accept and make an effort to work with resistance, however, it can undermine even the most well-intentioned and well-conceived change efforts. For example, Coetsee (1999, as cited in http://www.newfoundations.com/OrgTheory/Bolognese721.html) states "any management's ability to achieve maximum benefits from change depends in part of how effectively they create and maintain a climate that minimizes resistant behavior and encourages acceptance and support" (p. 205).

See full article attached for convenience.

2. Identify sources of stress for middle-level ...

Solution Summary

The statement: 'resistance to change is an irrational response' and the different sources of stress for middle-level executives in a large traditional company struggling to improve organizational performance are discussed. Potential strategies that the CEO could have adopted are then detailed.

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