t willing to change.
Even though I had talked to others about growing the business, I knew that eventually, I would leave. There was a sense of anxiety about what would happen first if I stayed without the change and second if the change made things worse in the environment.
BAD – I realized that there isn’t really a desire for change from the culture and that the emotional responses of most employees’ are limited.
GOOD – I realized that it takes more than wanting to develop and change a specific area for it to happen. There has to be a strategy that comes first from the management which would stop anxiety and uncaring of the company. Similar to the Adkar Change Model, change has to start with individuals, then go into the company to influence other individuals. Unless management were aware of the change, it couldn’t lead to individual initiatives (Hiatt, 2006).
The information which Bingell provides about attitudes and problems within the work environment gives an overview of the dimensions which cause resistance. As one can understand the resistance, it becomes easier to cope with and build a different relationship from others in the company for a change.
There isn’t anything else that can be done as this has to come from higher management. Change Management.
Cummings, Thomas. (2009). Organization Development and Change. UK: Cengage Learning.
Hiatt, Jeffrey. (2006). Adkar: A Model for Change in Business, Government and Our Community. Colorado: Prosci Research.
Jenkins, H. (2006). “Small Business Champions for Corporate Social Responsibility.” Journal of Business Ethics 5 (2).
Timm, Paul. (1993). People at Work: Human Relations in Organizations New York: West Publishing Company.
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