One of the most difficult tasks of organizational leaders in this 21st century is to manage the rapidly changing business environment. As this contributes to globalization and technological advancement which continues to intensify, as a result leaders must be knowledgeable at about once every five years (Hultman, 2003). This ultimately allows management to encounter tremendous pressure as they attempt to obtain support for change. He proposed that irrespective of how important or safe a change may appear to be, resistance should be anticipated. As Prosci (2005 p. 3) agreed that “as a change management team one should expect resistance, but proactively manage and minimize that resistance to the best of their ability, of course organizations will not be able to eliminate resistance”. Prosci (2005 p. 1) identified the five key reasons why employees resist change, These are as follows:
1. Employees were not aware of the underlying business need for change. 2. Layoffs or Redundancies were announced or feared as part of the change. 3. …show more content…
These signs include, complaining, employees not attending key meetings, not providing the requested information and perhaps simply not adapting to the change process. Osborne et al (2009) postulated that it is of paramount importance for employees to know that regardless of how the change has impacted whether directly or collectively, it is expected that performance service levels should be met, and relationships must remain professional in order to accomplish the organization goals and objectives. And as such, employees must be cognizant that managers have a right to assist with staff morale (Osborne et al, 2009). Thus, CIBC managers should consider the following approaches to take when encountered with emotional responses in
1. Employees were not aware of the underlying business need for change. 2. Layoffs or Redundancies were announced or feared as part of the change. 3. …show more content…
These signs include, complaining, employees not attending key meetings, not providing the requested information and perhaps simply not adapting to the change process. Osborne et al (2009) postulated that it is of paramount importance for employees to know that regardless of how the change has impacted whether directly or collectively, it is expected that performance service levels should be met, and relationships must remain professional in order to accomplish the organization goals and objectives. And as such, employees must be cognizant that managers have a right to assist with staff morale (Osborne et al, 2009). Thus, CIBC managers should consider the following approaches to take when encountered with emotional responses in