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Question - Resistance to Change Management ESSAY and Detailed Article; MINIMUM 5000 words ; I WILL CHECK THE COUNT!

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This chapter will cover the definition of change and resistance to change, then each variable which may potentially influence middle managers attitude towards change are discussed separately which include: middle managers perceived benefits of change, and middle managers involvement in change. Secondly, the chapter will also discuss the influential factors which may influence attitude towards change, based on extensive literature of researches carried out which include: organization benefits, organization barriers, employees’ age, employees education, and demographic characteristics. Finally, the chapter will end with a conclusion.

As cited by Jia, Li, Song, Tsui, & Zhang (2008) middle managers are taking an important position in organizations. They are accountable for achieving organizational goals by translating and implementing organizational strategies, managing change, creating optimal working environments, ensuring smooth running of operations, building teams and motivating subordinates, and so on Delmestri & Walgenbach (2005), Floyd & Wooldridge (1997), Huy, (2002),Barsoux, Kieser, Ganter, Stewart & Walgenbach(1994). In order to survive, organizations rely on the creativity and innovation of middle-level managers Dutton, Ashford, O‟Neill, Hayes, & Wierba(1997). Resistance to change introduces costs and delays into the change process Ansoff (1990) that are difficult to anticipate Lorenzo (2000) but must be taken into consideration. Resistance has also been considered as a source of information, being useful in learning how to develop a more successful change process Beer and Eisenstat (1996), Goldstein, 1988; Lawrence(1954), Piderit ( 2000), Waddell and Sohal (1998). In previous research, middle managers were identified as the key group in organizations that covers a wide range of responsibilities. Mintzberg (1980) identified as one of the responsibilities of middle managers were translating strategy into operations. Miller & Shamsie (1996), stated that knowledge has become one of the most important assets in economic life. Unlike physical assets, which have traditionally been considered the basis of competitive advantage, knowledge assets are the source of today’s organizations’ ability to outperform their competitors

In addition, Carney (2004) also stated that middle managers are the ones who developed strategy. Beckwith, Glenzer & Fowler (2002), defined middle managers as the ones capable of leading change from the middle. Other definition of responsibilities of middle managers are championing, synthesizing, facilitating and implementing Floyd&Lane (2000); Anderson-Ashcraft (2007)

2.2 Definition of Change

Change can be defined as the process of transitioning from one state to another (Newton, 2007). According to Newton the word transformation‟ is often used as a synonym for change. According to Herold & Fedor, (2008), organizational change defined as alterations of existing work routines and strategies that affect a whole organization has become a central focus in the strategic and change management literatures Beck, Bruderl, & Woywode, (2008); Huy,(1999) Pettigrew, Woodman, & Cameron, (2001). A common distinction made in the management of organizational change is between incremental and radical change (Lee, 2011). Arris (1999) referred to incremental change as continuous improvement. Radical change is according to Lee (2011) often referred to as transformation. According to Miller and Friesen (1984) and Greenwood and Hinings (1996) radical change is a qualitative alteration of an organization’s rules of organizing the fundamental rules that members use to interact cognitively and behaviorally with the world around them. Kotter, Schlesinger & Sathe (1986), underscore this by commenting that most managers approach change with a simple set of beliefs and end up exacerbating the problems that arise because they fail to understand them in any systematic manner. However, in many cases, sometimes estimated to be as many as 50 percent of all changes, organizational change has failed to deliver expected results and or meet intended objectives Marks,(2006); Paper & Chang, (2005); Quinn, (2004). Similarly, a recent survey of global companies reported that only one-third of organizational change initiatives were considered successful by their organizational executives Meaney &Pung, (2008).Former empirical researches concluded that attitudinal and behavioral implications of employees had

An important participation in the success of organizational change. For instance, researchers have found that individual employees’ change related attitudes and behaviors are related to post change organizational performance Kim & Mauborgne, (2003), Robertson, Roberts, & Porras, (1993) and their work performance following change Neubert & Cady, (2001). Paton and Mc Calman, (2000) stated that change management approaches and theories generally stress the need to multi-task and to view change holistically. They also stated by means of research done that women middle managers are likely to be far better suited to multi-tasking than their male colleagues. Dempster, (1998) confirmed that it is not surprisingly, that they tend to manage change differently.

2.3 Definition of resistance to change

Lewin (1951) was one of the first researchers to consider the notion of employee resistance to organizational change in the management field. His conception of the term was drawn from the physical sciences and considers resistance to be a restraining force attempting to maintain the status quo Piderit, (2000). Bouckenooghe (2011) stated that the majority of the literature about attitudes toward change, including resistance toward change, focuses on planned, top-down driven organizational change and the individual level of analysis. The term resistance always implies a sense of opposition Hollander & Einwohner, (2004). Bouckenooghe (2010) and Piderit (2000), stated that in recognition of the varying definitions of resistance to change and similar concepts that have emerged, such as cynicism about organizational change, some authors have tried to create a more integrative view of attitudes toward change. They also stated that, This notion of attitudes toward change is used to bring together the varying ways of conceptualizing people’s reactions toward change by incorporating cognitive, affective or emotional, and intentional, behavioral components

The specific problem in this research is to determine how two main potential determinants, “perceived benefits of change” and “involvement in change” impacts middle managers attitude. This research verified how these factors acts as possible mediator to influence the attitudes of middle managers in a positive or negative way towards change, in organizations. Giangreco (1999) argues that the distinction between overt and covert forms of resistance to change is particularly important in relation to middle management roles. He stated that middle Managers‟ dissent usually takes the form of passive resistance than of open rejection. Van Zandt (2004) argues that manager resistance comes from a slightly different perspective than the other employees. According to him, the leading reason for managers‟ resistance to change is fear of loss of power and control. The two factors directly related to this are the “perceived benefits of change” and the “involvement in the change process”. Attitude of a person is determinant how he will perceive whatever change has to be applied. This is in line with Ajzen and Fishbein’s (1980) theory of reasoned action suggesting a direct link between people’s specific attitudes towards a given phenomenon and their behavioral reaction to it Bandura,(1977); Fishbein and Ajzen,(1975).

Change often eliminates something over which the manager had control or introduces something over which the manager does not have control. As cited by Van Zandt, some managers perceive a change as a personal attack by other managers and react to the change initiative as a “battle for turf.” Prosci,(2003). They feel an overload of their current tasks, the pressures of their daily activities, and limited resources to assist them with the new responsibilities given to them during the change process Durant, (1999). Giangreco and Peccei (2005) suggest that the most common factors that affect employee level of resistance to change in organizations are perceptions of the cost and benefits associated with change and the extent of their involvement in the actual process of change. They noted that the perception of the cost and benefits associated with change relates to the content of change. Braaf, P (2011) said that it specifically refers to individuals‟ perceptions of the possible impact that the change could have on them, of the personal advantages and disadvantages associated with the actual change itself. Dempster, (1998) also stated that, gender issues in the workplace have also faced a great deal of scrutiny, however there has been little or no research linking gender differences to the management of change. These factors that go along with change can cause substantial fear and anxiety amongst individuals involved in the change process and; hence, can become an important source of resistance to change Caruth, Middlebrook, & Rachel(1985), Mc Crimmon(1997), Hegarty(1993), Nadler (1993), Hultman, (1995), Folger and Skarlicki (1999); Pardo del Val and Martines Fuentes (2003).

According to Giangrecco and Peccei (2005) individuals will exhibit higher levels of resistance when they perceive more costs from change than benefits. Regarding the process as the other major influence on resistance, Giangrecco and Peccei (2005) argue that it relates to the way the change itself is managed. It refers to the way in which individuals affected by the change

are involved in the process of change, and the extent to which they participate in various aspects of the development and implementation of the change within the organization. Following the explanatory model of resistance to change Giangreco and Peccei (2005) gives the relational factors that affects attitude towards change.

This conceptual model, (Figure 1-1),showed the interrelationship of the dependable Resistance To Change and Attitudes towards change, with the two independent variables “Perceived benefits of change” and the “Involvement in change”. This study, however was to investigate the involvement in the change process and the perception of the cost of change on managers attitudes towards the change itself, and how this, influence their reactions towards change Kotter and Schlesinger, (1979), Lawrence, (1954), Pugh, (1993). As mentioned in limitations the direct and indirect influences on resistance to change were excluded.

The two independent variables “involvement in the change processes and “perceived benefits of change” are the factors that directly, influence attitudes towards change, which could acts as mediator to positively or negatively influence middle managers reactions toward change. Hence, the factors “perceived benefits of change” and “involvement in change” both can have a direct or indirect effect on change, through the indirect influence of factors that impact managers attitudes towards change.

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