Change And Its Implications For Organization 's And Management

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Change and conflict- implications for organisation’s and management
Work by Wanberg and Banas (1997) establishes attitudes towards change, change acceptance and positive views of organisational change are positively related to job satisfaction. Consequently, employees with lower organisational commitment often have greater stress- job relationships after organisational change than those with greater commitment. It has been suggested that to increase employee openness to change information should be communicated clearly and the option to participate in decisions related to the change should be implemented (Bareil, Savoic, and Meunier, 2007).

In order to lead change successfully, Kotter and Schlesinger (2008) recommend diagnosing the possible types of resistance you’ll encounter in implementing the change and employing countermeasures, consequently adapting the change strategy to the situation. From Kotter and Schesinger (2008) we can establish four main steps that managers can implement to improve the way organisation’s adapt to organisational change, these include;
- Conducting organisational analysis (analysis should be used to identify current situation, problems and driving factors causing issues)
- Understand the need for the change (ensure employees as well as managers understand the driving forces behind the change)
- Select a change strategy (strategy should be designed to balance the speed of the change, the timing of the change, process that should be used…

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