Employees Resistance to Strategic Changes

EmployeesResistance to Strategic Changes

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EmployeesResistance to Strategic Changes

Strategicchange is the act of restructuring an organization`s plan. The changeis mostly carried out to achieve a particular essential objective.For instance, a strategic could involve a shift in enterprisepolicies, mission, target market or the structure of an organization.There are several cases of resistance to strategic management changeby their employees. A strategic change mostly focuses towards thebetterment of an organization therefore, management of anorganization has to come up with ways to overcome any resistance fromemployees.

Inconsidering a possibility of any resistance, management needs toillustrate to the employees and the organization in advance on theimportance of the expected change. The change might require suchtechnical skills that the present employees do not have. Illustrationmakes employees feel equipped and valued in the change process henceare likely to accept the changes (Johnson, 1992). Involving theemployees and allowing them to give their thoughts on the expectedchange process is also essential. When employees participate in achange process, they feel like they are part of the process (Lines*,2004).

Thestrategic change should be at the right time (Zajac, Kraatz, &ampBresser, 2000). There is some moment in an organization that a changeis the strategies is necessary. When the current method of operationis not achieving the organizational objectives, and then is necessaryto change to suggest some strategic changes. Employees are part of anorganization and will be ready to accept a change that seeks tobetter their performance. An organization or the management shouldalso inform their employees about a possibility of change. Staffsshould expect the change in the structure rather than making itabrupt (Dutton et al., 2001). When there is a piece of information toemployees about a change, those of them who are not ready to acceptthe change can be convinced before execution of the process ofchange. A strategic change will only be of importance to employeeswhen it is of importance to their lives. However, some employeesmight not understand the importance of a change in them on anindividual basis. Management need to inform his staffs of theimportance that a strategic change in their lives (Stacey, 2002).

References

Dutton,J. E., Ashford, S. J., O`Neill, R. M., &amp Lawrence, K. A. (2001).Moves that matter: Issue selling and organizational change. Academyof Management Journal, 44(4), 716-736.

Johnson,G. (1992). Managing strategic change—strategy, culture and action.Long range planning, 25(1), 28-36.

Lines*,R. (2004). Influence of participation in strategic change:resistance, organizational commitment and change goal achievement.Journal of Change Management, 4(3), 193-215.

Stacey,R. D. (2002). An alternative perspective for strategic changeprocesses. Strategy: Critical Perspectives on Business andManagement, 4(l995), 3.

Zajac,E. J., Kraatz, M. S., &amp Bresser, R. K. (2000). Modeling thedynamics of strategic fit: A normative approach to strategic change.Strategic management journal, 21(4), 429-453.