In six pages this paper discusses cultural issues, motivation, fatigue, and resistance of employees as it involves organizational change and how it can be continuous by steps both large and small. Six sources are listed in the bibliography.
Name of Research Paper File: TS14_TEchang1.rtf
Unformatted Sample Text from the Research Paper:
there are also different types of change. Some changes will be an evolution, occurring naturally as a result of events within an organisation, such as the development of culture. These
are likely to be small changes, but on going. This will happen in any environment, but management should be aware of these types of changes as they will then have
a greater chance of influencing them. Alternatively, there are planned changes, these are the changes that need to take place, they may be small, as simple as the change in
a lunch break timing, a change in a simple task, or it may be a large change, such as a new process of working, for example the introduction of TQM.
In some instances it may be possible to achieve the same change in either one large step, or in many small steps. If we compare the methodologies and
effect of these two different ways of seeking change then it is possible to attempt to apply the right approach to varying situations. Small steps, or continuous change, may be
seen by many as a gentler approach. There is often to opinion by management that small changes will meet with less resistance. This may be true, but it depends on
the type of change that is being sought. If the change is one that is a large one in totality, this route may be risky, employees may become weary of
change, and resent more changes being made. Employees will also often assume that their employees will not be aware of what underlying factors, and not be able to perceive
the larger picture. This is usually a fallacy. If the use of small changes has been undertaken in order to hide the larger picture, or make it more acceptable, this