Resistance To Change

1258 Words 5 Pages
When two companies merge, one being domestic, the other multinational, the management teams from both of the organizations face many challenges. The mission is strategical to manage the merger with professionalism, transparency, and with charm. The objective is to create a new company that will become bigger and better in the business that it serves and with the product that it sells. Managers, as well as employees, are aware of the changes that will come about; however, how the changes are dealt with will determine if the business will spiral up or down. We, as part of the management team of these two companies, now one, are expected to take on a can-do attitude with a professional stance and proficient charm. There is a lot to learn about …show more content…
Employees, as well as managers, may be reluctant to change or accept the new changes. As managers, we must come up with ways to engage employee participation. A proposed method task is to request that employees be involved in the process of decision-making. They will be able to identify with the strategy and put in a lot of effort to see it through. When implementing organizational changes, we must also be consistent. We must communicate and deliver on a steady a daily basis and include some of the new ideas at a minimum that offered by the …show more content…
Second, the changes must be implemented with a degree of speed as not all of the changes will be pleasant. Downsizing and reassigned departments within the organization are unpleasant. We must be transparent about the process, the thinking, and the implementation. We as managers have to understand the employees so that we can deliver the change message in the appropriate ways. To resist change, the use of the influential employees would be paramount for the manager. He or she may also have to recruit the services of a “consigliere.” This is an insider who will support the vision and the mission, and can provide us with information about how employees are feeling about the transitional organizational changes (Denning,

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