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Opportunity To Reduce Resistance To Change In A Process Of Organizational Change

Author

Listed:
  • Prediscan Mariana

    (West University of Timisoara, Faculty of Economics and Business Administration)

  • Sacui Violeta

    (West University of Timisoara, Faculty of Economics and Business Administration)

Abstract

This paper aims to present the research results conducted on several models of organizational change regarding the identification of the appropriate moment in which the managers interest should turn towards the reduction of the employees resistance to change. More specifically, we intend to identify when is the best moment to reduce the resistance to change, depending on the change we want to achieve. After more research of organizational change models, we have reached the following conclusions: - not all models of organizational change present reducing resistance to change as a necessary stage; - the place of this phase in the models of organizational change is not considered to be the same; - some models of organizational change recommend indirectly reducing employee resistance to change by indicating the use of some methods, techniques, processes that would lead to this result. Here we include mainly: communication, training, positive motivation of employees; - we recommended that the place of this stage should vary depending on the desired change to achieve; - in strategic changes, which are extremely important for an organization and which affect a large number of employees, we recommend that the reduction of the employee resistance to change be achieved before passing to the implementation of the plan developed to implement the change; - in imposed changes, in conditions of crisis when we have no time available to plan the change, immediately after it had been implemented it is necessary to conduct effective actions meant to ensure, even if the change has been made, the reduction of the resistance to change of the affected employees - to achieve time savings in the process of organizational change, we recommend that after having obtained a certain attachment of some employees to change, the implementation of the methods, of the techniques that would increase their commitment to continue to be developed in parallel with the implementation of the change.

Suggested Citation

  • Prediscan Mariana & Sacui Violeta, 2011. "Opportunity To Reduce Resistance To Change In A Process Of Organizational Change," Annals of Faculty of Economics, University of Oradea, Faculty of Economics, vol. 1(2), pages 698-702, December.
    • Handle: RePEc:ora:journl:v:1:y:2011:i:2:p:698-702
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    File URL: http://anale.steconomiceuoradea.ro/volume/2011/n2/099.pdf
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    Citations

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    Cited by:

    1. Prediscan Mariana & Bradutanu Daniela & Roiban Roxana Nadina, 2013. "Forces That Enhance Or Reduce Employee Resistance To Change," Annals of Faculty of Economics, University of Oradea, Faculty of Economics, vol. 1(1), pages 1606-1612, July.
    2. Daniela Bradutanu, 2012. "Identifying the Reducing Resistance to Change Phase in an Organizational Change Model," Acta Universitatis Danubius. OEconomica, Danubius University of Galati, issue 2(2), pages 18-26, April.

    More about this item

    Keywords

    organizational change; resistance to change; success; opportunity; organizational change model;
    All these keywords.

    JEL classification:

    • O30 - Economic Development, Innovation, Technological Change, and Growth - - Innovation; Research and Development; Technological Change; Intellectual Property Rights - - - General
    • O39 - Economic Development, Innovation, Technological Change, and Growth - - Innovation; Research and Development; Technological Change; Intellectual Property Rights - - - Other

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