In eleven pages this paper examines the theories that can be successfully employed in assisting organizations resistant of change. Ten sources are listed in the bibliography.
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advantage as well as to adapt to changing market needs. IN many instances these may be evolutional changes; small changes that take place naturally. However, there will also be some
occasions where there is a need for a strategy change, a reorganisation or a form of change that will is noticeable. Change
is often resisted, it creates fear and uncertainty, and in order for it to be managed successfully we need to understand the change process itself, and why it may fail,
then we can consider the way these barrier to change may be overcome. Organisational changes to do with new technology and software
have a failure rate of 20%, mergers and acquisitions organisational changes fail at a rate of 29% (Maurer, 1997). Reengineering is higher at 30% and of most concern is the
figure for quality improvement, which is 50% (Maurer, 1997). The reasons for the failure of these organisational changes is manifold. Moreover,
the overriding reason appears to be the resistance encountered when managing change (Maurer, 1997, McCallum, 1997). In order to control resistance at all levels the change needs to be actively
managed, therefore the process of organisational change requires understanding and to be effect the change must be permanent (McCallum, 1997) All management theories agree on one point, and that is
the resistance to change; "No positives changes will ever occur within a company unless the Chief
Executive realises that people are basically opposed to change. A Climate of change must be created in peoples minds"