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1. Introduction
Change Management is the process of developing a planned approach to change in an
organization. It is designed to maximize the organizational and staff members benefits and
to minimize the risk of failure in the process the change implementation. Both sides have
to work together for results. Change management provides organizations with knowledge,
tools, and resources of change that provides organizations with a key process to achieve
their business strategies.
Managing changes requires the answers of basic questions such as:
Where is the organization going and why?
When does the organization is going to reach the vision?
How does the organization know if it has accomplish
its vision?
How does the organizationis going to reach it?
Whats are the signpost alog the way?
How does the organization is going to be aware of its success?
What will the organizations is going to do it and when?
How is going to provide the guidance
and support along the process of change to the organization?
In different words, the company needs a vision, long term goals, a strategy and an action
plan. The company needs to provide an specific purpose and sense of direction, to create a
vision and to abolish uncerteainty. In addition, the company has to make sure of the total
involvement in the process of change of the stakeholders, in oreder to generate ownership
in the change development. It also requieres the company to establish communication
structures and channels to make easier the information flow and facilitate effective
feedback.
2. Resistance to Change
Resistance to change by organisational stakeholders is an action taken when they perceive
that the change that is occurring is a threat to them, and they put a strong restraining force.
It is common that individuals resist change not only on emotional fields but for reasonable
and predictable reasons. Numerous authors including Kotter cite reasons why stakeholders
may resist to the change, most of them include the following factors.
a. Parochial Self Interest
Parochial self interest is problematic because individuals or stakeholders expect to lose
something valuable as a consequence of the change implementation, it might include
factors such as: loss of power, loss of face, additional workload, loss of income, job
insecurity.
b. Resentment
Resentment develops either with particular people who are sponsoring change, with
change in itself (often called change fatigue), or due to the increased presence of power
and authority as a result of the number and range of instructions that almost inevitably
flow from management in implementing change.
c. Different Perceptions of Change
