lly. Trade Unions are a perfect example of collective action (Straker, 2009).
REACTIONS TO ORGANIZATIONAL CHANGE 组织变革反应
If management fails to identify the sources of resistance and manage it effectively, then the change program would suppress, alternatively, gradually and unnoticeably pushing it to death. Therefore you must know that who is resisting change and how are they resisting (Allan, 2009).
Change recipients who are extremely opposing the change will either exhibit resistance openly, voicing their complaints loudly and on a regular basis, or depict resistance in a hidden way. Hidden resisters work stealthily, concealing their contempt of opposition, but creating a much more serious challenge for the management. Four basic types of reaction to organizational change have been identified. At what level do the resistors of change fit in (Allan, 2009).
Enthusiasts
These receivers of change are inherently united to the change idea. They may agree impartially that the change will be good for the organization, or they may want to receive some personal benefit from the change, such as a guarantee of job security, promotion or a higher salary. Enthusiasts will avail opportunities to spread in all directions the approval for the change and will try to explain to others about its advantages.
Followers
Followers range from those that are generally submissive, wishing to have minimum amount of resistance, to those who are initially reserved to adopt the change, but ultimately accept it once they understand that the change cannot be avoided.. These people will do what is required of them (Allan, 2009).
CAUSES OF RESISTANCE 阻力的原因
INDIVIDUAL SOURCES 个人来源
Habit Human beings are creature of "habit," everyday we do things out of habit. When changes are brought in individuals feel uncomfortable in adjusting with the change so they resist change (Robbins & Sanghai, 2006).
Economic Factors When the job design or the established working patterns are changed then people would resist change as they fear they would not be able to perform according to the new working standards, particularly when pay is based on performance (Robbins & Sanghai, 2006).
Fear of Unknown Change involves a future state which is unknown and thus leads to confusion (Robbins & Sanghai, 2006).
Selective Information Processing Individuals only understand things they want to and normally ignore information that creates challenges for them (Robbins & Sanghai, 2006).
Disagreement with the need for change Associates may feel that the new direction is a wrong direction (Kotellnikov, 2001).
False beliefs To put themselves at ease and avoid taking the risk, many people fool themselves into believing everything will all work out someday by itself (Kotellnikov, 2001).
ORGANIZATIONAL SOURCES 组织来源
Structural Inertia Organizations have established rules and procedures like the selection processes and the chain of command. When change is brought in, this structural inertia in the organization attempts to maintain the status quo with an equal power in the opposing direction (Robbins & Sanghai, 2006).
Limited Focus of Change When a change is brought in the subsy
