UNIVERSITY G2016/MSC/MGT/FT/002 COURSE: Strategy and Structure LECTURER: Dr.


Eketu      AbstractThis study looks into change resistance, concentrating on the management ofchange resistance in strategy implementation. It offers an in?depth education of resistance to change. Through a more examinedtechnique, this research looks into approaches in managing resistance to changeand connecting resistance to the advantage of the organization.

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This paper viaempirical research displays systematically the consequence of change resistancein strategy execution and how managers can use and work through changeresistance. It also expresses which resistance vary most, range of change and contributingclues around where establishments ought to pay distinctive consideration when introducinga change procedure.               IntroductionAfter strategies havebeen agreed on, the following process is the implementation of the agreedstrategy. Strategy implementation is an essential and vital portion of anorganization. It is the procedure of apportioningresources to support the approved and preferred approaches. This processincludes the diverse management activities that are indispensable in puttingstrategy in motion, begin certain tactical controls that supervise growth, and ultimatelyachieve organizational goals. While execution of strategies are necessary in anorganization, resistance to change of such strategies is unavoidable.

There is certainto be a reaction to the execution of said strategies. The goal of this paper isto illustrate how a good and pleasing management of change resistance would reassureand rise quality and growth in strategy Implementation. LiteratureReview(Lawrence, 1954; Maurer,1996; Strebel, 1994; Waddell and Sohal, 1998, among others) emphasize that thebasis for the lack of success of many change initiatives can be found inresistance to change. (Beer and Eisenstat, 1996; Goldstein, 1988; Lawrence,1954; Piderit, 2000; Waddell and Sohal, 1998) looks at Resistance as a sourceof information, being useful in learning how to develop a more successfulchange process.The general aim oforganizational change is an adaptation to the environment (Barr, Stimpert andHuff, 1992; Child and Smith, 1987; Leana and Barry, 2000) or an development inperformance (Boeker, 1997; Keck and Tushman, 1993).Typeof changesThe first type of changesare small changes that modify certain minor parts, looking for an enhancementin the current situation, but keeping the general working structure (Blumenthaland Haspeslagh, 1994; Goodstein and Burke, 1991; Greiner, 1972; Levy, 1986;Mezias and Glynn, 1993; Nadler and Tushman, 1989; 1990).

The second type ofchanges are strategic, transformational, and innovatory or second order ones.They are radical conversions, where the organization totally changes its necessarystructure (Blumenthal and Haspeslagh, 1994; Ghoshal and Bartlett, 1996;Goodstein and Burke, 1991; Marshak, 1993; Nadler and Tushman, 1989, 1990),looking largely for a new competitive benefit (Hutt, Walker and Frankwick, 1995)and affecting the basic competences of the organization (Ruiz and Lorenzo,1999). ConceptualReview Dependent variable: Change resistance Independent variable: Strategy  Implementation EmpiricalReviewBehavior Behavioral approach concentrateson individual attitudes in clarifying the nature of change. This approachconceives the change in organizations as highly reliant on on associates oforganizations and their behavior.

The failure or success of getting planned outcomesshould be examined in the performances of individuals and the situations(Cameron & Green, 2004). The nature of change in the organizations can beunderstood by studying the behaviors of people and their effects. According tobehavioral tactic, by generating appropriate surroundings and useful involvementapproaches; change can be coped and organizational advancement might be attained.

The main worry of change agent should be behaviors, observations and approachesof people in the procedure of transformation execution and managers shouldconcentrate on refining announcement, group performances, organizational values,organizational learning and enthusiasm in workshop in order to accomplish anticipatedoutcomes and positive modifications (Christensen, Marx & Stevenson, 2006).


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