Barriers to Change: A Case Study of Selected Units of Southern Rajasthan

By Tanwar, Sunita | Asia-Pacific Business Review, January-March 2009 | Go to article overview

Barriers to Change: A Case Study of Selected Units of Southern Rajasthan


Tanwar, Sunita, Asia-Pacific Business Review


Introduction

Driven by internal as well as external factors, Indian organizations are resorting to strategic changes through organizational restructuring, opening new vistas for experts, strengthening the market strategies, distribution network, revamping the product-mix and concentrating on core manufacturing operations. A large number of organizations have to go through the same phase. Change is a continuous process for growth and development of each and every organization. For successful change Implementation, understanding organizational dynamics is important. A diagnostic approach is required to monitor the process at the micro level with the common aim of improving the organization's effectiveness. It has to develop adaptability in the organizational variables so that the organization is able to survive and grow in the effects of changes. In order to do this, management has to introduce work related changes in the organization, which are generally resisted by the people because he fears the new and the unknown and partly because adapting to new ideas is an arduous and pain staking process. Change is inevitable, so is resistance to change. The perceived threat stemming from a change may be real or imagined, intended or unintended direct or indirect, large or small, regardless of the nature of change. Resistance to change implies human lags in understanding change, unwillingness and ability to absorb the volume and pace of change, to make the necessary psychological and other adjustments. Although people tend to resist changes, this tendency is offset by their desire for new experiences and for the rewards that come with change (Clark Liz, 1994). Certainly, not all changes are resisted; employees actively seek some, others are so terminal and resistive that resistance, if any, is too weak to be evident. People's readiness to change is due to quite distinct forces, which act on them. These are the forces within the individual himself or herself. The combination of these factors gives deceptions of something, which may be called for the degree of felt security. There is even evidence that the maturational levels and most importantly self-esteem play important parts in their readiness for change. These are forces within the system, which include the culture and climate of the organization and the present consequences of success and failure within the organization (Griffin 1999). Resistance to change can only be overcome through efforts of the people (Tayson et al., 1997).

In the longitudinal study of variables affecting readiness for change, Cunningham et al., (2002) cite a range of studies that have identified workplace contributions to readiness for organizational change, including feeling empowered in one's job, believing one possesses the skills, attitudes and opportunities to manage change, which in turn affect work-related self-efficacy, and social support. According to Clarke (1994), work on companies that were trying to transform their organizations in order to cope with dramatic market and environmental change, He found that organizational discoveries coincided with a period of personal change where an individual found himself struggling with the issues of challenging old assumption, letting go and moving on. He found that journey of personal change and organizational change are much the same and that learning's in one area can support the other. The Essence of change is about how to make change happen, building corporate experiences of successful and unsuccessful change and providing practical insight into the process of change. The sad fact is that, even the most powerful leaders are highly dependent on the capacity of the organization and the people they lead to produce the changes they require. It is only by making understand how people can work without organization, that we can create sustainable change. Study by Lewin (1951) shows that changes in attitude and behavior can more effectively be brought through participation rather than by lecture or individual instructions.

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