Here another question arises: what is the need for the change? Is there an apparent crisis? Tichy and Devanna in Betts, Croom and Lu (735) stated that where there is no apparent crisis, opening up the organizational culture to be receptive to change is especially more difficult than where there is a crisis. The first activity that management will therefore need to take is to structure their communication in such a manner as to capture the hearts and minds of its staff. Communication comes in both words and deeds, and the latter are often the most powerful form. Also, management need to be aware that communication needs to be accompanied by action, as Kotter (100) puts it; nothing undermines change more than behavior by important individuals that is inconsistent with their words.The quandary therefore is how to overcome employee resistance to change. Issuing directives from the top would be an attractive proposition however it would only aggravate employee resistance since they will not have been involved as willing participants. A more workable strategy would be one that makes the employees share in the vision behind benchmarking and in the decision process that selects it as the most appropriate course of action. Beer, Eisenstat and Spector (8) refer to this approach as mobilizing commitment to change through joint diagnosis of business problems.It may seem too obvious such as to warrant management to ignore but Beer, Eisenstat and Spector (8) remind us that the starting point for any change effort is to have a clearly defined business problem. This means that management must be able to clearly communicate to employees the reasons why they want to implement benchmarking. If Overestimation of Performance is Common, Management Attempts to Introduce Benchmarking Procedures are Likely to Meet with Employee Resistance.
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