. SOLVED ASSIGNMENTS al i sissiieence ‘hetp://www.ignouassignmentguru.com ASSIGNMENT GURU ASSIGNMENT Course Code MMPC-001 Course Title Management Functions and Organisational Processes Assignement Code MMPC-001/TMA/ 2021-22 I Coverage : AM Blocks 3) Note: Attempt all questions and submit this assignment to the coordinator of your study a centre. Last date of submission for July 2021 Session is 30" November 2021 and ‘for January 2022 Session is 30" April 2022. g 4 1. Describe the characteristics of Management and it’s importance. Briefly discuss a the challenges faced by Manager in the present day context. 2. What is the concept of organising? Briefly discuss and describe different s approaches to organizing and analysing work. 3 3. Discuss and describe different leadership styles and their relevance in the present € scenario of organizations. — = 4. Describe and discuss various channels of communication and their role in 8 organizations, Discuss how to overcome barriers to effective communication with relevant examples. 5. Discuss the concept of change in organizations and the reasons for resistance to change. Briefly discuss the strategies to overcome resistance to change. 8 : : 2 4 i g Ywi@ Ei /IGNOUASSIGNMENTGURU IGNMENT GURU_Page- 1 NOU.PHONE NO; 9811854308 Assignment GURU 8 : 4 i g ‘SOLVED ASSIGNMENTS ignou souseiasa208 ASSIGNMENT GURU mouse IGNOU ASSIGNMENT GURU 2021-22 MMPC-001 Course Code Course Title Management Functions and Organisational Processes Assignement Code = MMPC-001/TMA/ 2021-22 Coverage E All Blocks Tharsis rg fh Rr Sen toner oft Gaon garine ‘er prope by Pre Icon unr fans fr the hop et uch tonto aso Ro sn ean awe ths mo oven he ‘cers gr Cm cn ago tenes nh ont aad py ot Pe a ‘xe Perr yt to tence fr sot nce of enor cr maken: rns Ary rnseon Ears Riga xyohed eho cre ae (eran ppg tee Supe Aura Stn Ree con your or Toner aa beers yar pupae a tinge Rawr fx ope Se ers aa asin Ste rami 8 ter th sls rors proud Harv te aero race pth ifoteal sy atal andi sree a Fagen ena Songs Reso ANSWER: - CHARACTERISTICS; (1) Management is Goal-oriented Process: There is no need for management if there is no aim in sight. In other words, when we have a set of objectives to meet, we require management, A manager uses his knowledge and experience to attempt to attainipre-determined objectives. As a result, there’s nothing incorrect with describing management asa goal-oriented process. (2)Management is All-pervasive: Anything minus management is nothing or zero..Here by anything we mean all types of activities-business and non-business. if we deduct management out of these activities, the result will be failure or zero. it means management is necessary to conduct any type of activities. Hence, it is pervasive or universal. (3) Management is Multidimensional: The management is a three. dimensional activity: () Management of Work: Every organisation is established for doing some work. like 4-school,provides,education, a hospital’ treats patients, a factory produces, etc, Of these, no work-can-be completed satisfactorily without management, (ii) Management of People: Each organisation is established for doing some work and the same is conducted by people. Hence, it is necessary to manage the people so that the work can be accomplished in a better way. (iil) Management of Operations: Yu(ii) @ Ei /IGNOUASSIGNMENTGURU IGNOU ASSIGNMENT GURU _Page-2PHONE NO; 9811854308 Assignment GURU 8 : 4 i g ‘SOLVED ASSIGNMENTS igNoU 1919011854308 ouassi ‘ASSIGNMENT GURU To achieve the goals of an organisation many operations or activities need to be conducted, such as, production, sale, purchase, finance, accounting, R&D, etc. Again, management is needed to make sure that operations are accomplished efficiently and effectively, (4) Management is a Continuous Process: The various managerial activities cannot be performed once for all, but it is a continuous, process. A manager is busy sometimes in doing one managerial activity and at other times some other activity. (5) Management is a Group Activity: It means that ((T-2 it is not a single person who consummates all the activities of an organisation but it is always a group of persons (managers). Hence, management is a group effort. (6) Management is a Dynamic Function: Management is a dynamic activity as it has to adjust itself to the regularly changing environment. In this context, it can be rightly said that nothing Is eternal in management. Itis necessary here to clearly understand that the recognition of management in the form of group is only in reference to big organisations, because in these kinds of organisations many managers are appointed at various managerial levels, On the other hand, in small organisations‘only one manager is sufficient as he can himself manage all the affairs of the organisation. For these kinds of organisations it would not be right to call management a group activity (7) Management is an Intangible Force: Management is that power which cannot be seen..Jt can only be felt, If any organisation is heading toward higher levels of achievement, it signifies the existence of good management and vice versa. In other words, achievement reflects the quality of management and its effectiveness. Importance of Management 1. Optimum Use of Resources: Managementensures optimum utilization of/resources by attérmpting to avoid wastage of all kinds. It helps in putting the resources to the best advantage within the limitations set by organization and its environment. A right climate is created for workers to put in their best and show superior performance. 2. Effective Leadership and Motivation: In the absence of management, the working of an enterprise will become random, and haphazard in nature. Employees feel a sense of security when they find a body of individuals working day and night for the continued growth of an organization. Proper management makes group effort more effective. It enables the employees to move cooperatively and achieve goals in a coordinated manner. Management also creates teamwork and motivates Yu(ii) @ Ei /IGNOUASSIGNMENTGURU IGNOU ASSIGNMENT GURU _Page-3PHONE NO; 9811854308 Assignment GURU 8 : 4 i g ‘SOLVED ASSIGNMENTS ignou souseiasa208 ASSIGNMENT GURU mouse employees to work harder and better by providing necessary guidance, counselling, and effective leadership. 3. Establishes Sound Industrial Relations: Management minimizes industrial disputes and contributes to sound industrial relations in an undertaking. Industrial peace is an essential requirement for increasing productivity. To this end, managers try to strike a happy balance between the demands of employees and organizational requirements. They initiate prompt actions whenever workers express dissatisfaction over organizational rules, methods, procedures, and regard systems. 4, Achievement of Goals: Management plays an important role in the achievement of objectives of an organization. Objectives can be achieved only when the human and non-human resources are combined in a proper way Managements goal oriented. With a view to realize the pre-determined goals— managers plan carefully, organize the resources properly, hire competent people, and provide necessary guidance. They try to put everything on the right track, Thus unnecessary deviations, overlapping efforts, and waste motions are avoided. In the final analysis, all these issues help in realizing goals with maximum efficiency. 5. Change and Growth: A business concem operates in a constantly changing environment. Factors such as changes in technology, government policy, competition, etc., often threaten the survival of a firm. Failure to take note of customer's needs regarding fuel efficiency has spelt doom for ‘ideal Java’ in the two-wheeler market in India, An enterprise has to take note of these changes and adapt itself quickly. | ANSWER: - Concept(of organizing: Organising is a procéss that starts the implementatiorrof ptans by defining roles, establishing working relationships, and efficiently allocating resources to achieve the indicated and intended outcomes (goals). As a result, it is a method for coordinating human activities, gathering résourCés, and integrating them inta 4 coherent whole that may belused {d achieve certain goals. Organizing is a managerial rolé, and the process of organising is the name for this function. Making the rational division of work into groups of activities and tying together the positions representing grouping of activities for accomplishment of desired objectives is the function of management and this function is known as organizing. Koontz O'Donnel, “Organising involves the establishment of an international structure of roles through determination and enumeration of the activities required to achieve the goals of an enterprise and each part of it; the grouping of these activities, the assignment of such groups of activities to the manager, the delegation of authority to carry them out and provision for Yu(ii) @ Ei /IGNOUASSIGNMENTGURU ee-4 GNOU ASSIGNMENT GURU PaPHONE NO; 9811854308 Assignment GURU 8 : 4 i g ‘SOLVED ASSIGNMENTS igNoU 1919011854308 ouassi ‘ASSIGNMENT GURU co-ordination of authority and informational relationship, horizontally and vertically, in the organisation structure.” Different approaches to organizing and analysing work: 1. Classical Approach The classical theory includes three different approaches to organizing, consisting of scientific management theory, administrative theory, and bureaucratic theory. All these three theories Were propounded on almost similar assumption and the practical efforts of all the three theories are basically the same. Scientific management theory is developed by F.W. Taylor and later on, several scholars expanded Taylor's idea. Scientific management is an attitude and philosophy, which discards the traditional method of thumb, hit, and miss, rule of thumb, and trial and error of managing work and workers. Henry Fayol, a French industrialist and mining engineer by profession, developed the theory of administrative management, According to Fayolymanagementis a distinct field.of study and which involves many managerial functions-like forecasting. planning, organizing, commanding, coordinating and controlling. He divided all industrial activities into six groups consisting of technical, commercial) financial, security, accounting and managerial. Max Weber developed a theory of bureaucracy. It is a form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relations. He offered the bureauératic model for the management of any large and complex organization. The feature s of bureaucracy consists of a hierarchy of authority, a chain of command, clear-cut division of work, a’system of rules, regulations, and! procedures, etc. 2, Behavioural Approach The behavioural approach focuses on human. behavior in an. organization and seeks to promote verifiable propositions for a specific understanding of human behavior in organizations. A large,number of-behayioural scientists have made, contributions to the behavioural appfoach:)Notable ‘amongsthem are Abraham Maslow, Douglas, McGregor, Frederic Herzberg, Mary Parker Follet, ete. Abraham Maslow, a human psychologist developed a theory of human needs. According to him, people always have needs, and when joneyneeds relatively fulfilled, others emerge in a predictable Sequence that takes place. Untilthe most basic needs are fulfilled, a person will not try to meet his higher-level needs. Douglas Mc Gregor proposed two distinct views of human beings: one negative labeled theory X and another positive labeled theory Y. According tohim, theory Y is aset of optimistic assumptions about human nature and theory X is a set of pessimistic assumptions about the workers, As the manager gets the work done from the subordinates, it is necessary for them to understand the behavior of each worker as well as a group. 3. Contingency Approach Yu(ii) @ Ei /IGNOUASSIGNMENTGURU IGNOU ASSIGNMENT GURU _Page-DPHONE NO; 9811854308 Assignment GURU 8 : 4 i g ‘SOLVED ASSIGNMENTS igNoU 1919011854308 ouassi ‘ASSIGNMENT GURU A contingency approach to organizing is also known as a situational or practical approach to management. It was developed by practicing managers, consultants, and researchers, who tried to apply the concept of earlier management theories into practice. This approach is based on the premise that there is probably no one best way to solve the management problem in all organizations. According to this approach, the manager must understand the uniqueness and complexity of each situation. A particular method suitable in one organization at a time may not necessarily be suitable to another one organization at another time. There should be a match between the situation and the manager of dealing, There are four contingency variables that determine management practice, 1 Organization Size The number of people in an organization is a major influence on what managers do. 2. Routineness of task technology Organizations apply technology:to:transformsinputs:into: outputs;Routine: technologies require organizational structures, leadership styles and. control systems that differ from those required by non-routine technologies. 3. Environmental uncertainty The degree of uncertainty caused by:political, technological, socio-cultural and economic change influences the management process. The style best in a stable environment may be totally inappropriate in a rapidly changing and unpredictable environment, 4, Individual Difference Individuals differ in a term of their desire for growth, autonomy, and tolerance of ambiguity and expectations, These and other individual differences are particularly important when managers select motivation techniques, leadership styles, and job designs. Therefore, management cannot have ready-madeuniyersally applicable and patent principles to be applied to ail situations.as everlasting truti. Management will’have to,recognize the nature of technology, the variations~in human’ participants, and~the-wide~diversity in environmental relationships. SSeS Sra rere eo ae ANSWER: - Different leadership styles: A leadership style is a leader's method of providing direction, implementing plans, and motivating people. Various authors have proposed identifying many different leadership styles as exhibited by leaders in the political, business or other fields. Studies on leadership style are conducted in the military field, expressing an approach that stresses a holistic view of leadership, including how a leader's physical presence determines how others perceive that leader. The factors of physical presence in this context include military bearing, physical fitness, confidence, and resilience. The leader's intellectual capacity helps to conceptualize solutions and to acquire knowledge to do the job. Yu(ii) @ Ei /IGNOUASSIGNMENTGURU ee GNOU ASSIGNMENT GURU PaPHONE NO; 9811854308 Assignment GURU 8 : 4 i g ‘SOLVED ASSIGNMENTS igNoU 1919011854308 ouassi ‘ASSIGNMENT GURU 1, Democratic Leadership Commonly Effective Democratic leadership is exactly what it sounds like — the leader makes decisions based on the input of each team member. Although he or she makes the final call, each employee has an equal say on a project's direction. Democratic leadership is one of the most effective leadership styles because it allows lower- level employees to exercise authority they'll need to use wisely in future positions they might hold. It also resembles how decisions can be made in company board meetings. For example, in a company board meeting, a democratic leader might give the team a few decision-related options. They could then open a discussion about each option. After a discussion, this leader might take the board's thoughts and feedback into consideration, or they might open this decision up to a vote. 2, Autocratic Leadership Rarely Effective Autocratic leadership is the inverse of democratic leadership. In'this leadership style, the leader makes decisions without taking input from anyone who reports to them. Employees are neither considered nor consulted prior to a change in direction, and are expected to adhere to the decision at a time nd pace stipulated by the leader, An example of this could be when a manager changes the hours of work shifts for multiple employees without consulting anyone — especially the affected employees. Frankly, this leadership style stinks. Most organizations today can't sustain such a hegemonic Culture without losing employees. It's best to Keep leadership more open to the intellect and perspective of the rest of the team. 3, Laissez-Faire Leader Ship) Sometimes Effective If you remember your high-school French, youll accurately assume that laissez-faire leadershipyis/the/least/intrusive form of-leadership) Thefrerich term “laissez-faire literally translates to “let them-do,” and leaders who embrace it afford nearly all authority to their employees. Ina young start-up, for example, you might see a laissez-faire company founder who makes no major office policies around work hours or deadlines. They might put full trust into their employees while they focus on the overall workings of running the company. Although laissez-faire leadership can empower employees by trusting them to work however they'd like, it can limit their development and overlook critical company growth opportunities. Therefore, i's important that this leadership style is kept in check. 4, Strategic Leadership Yu(ii) @ Ei /IGNOUASSIGNMENTGURU IGNOU ASSIGNMENT GURU _Page- 7PHONE NO; 9811854308 Assignment GURU 8 : 4 i g ‘SOLVED ASSIGNMENTS igNoU 1919011854308 ouassi ‘ASSIGNMENT GURU Commonly Effective Strategic leaders sit at the intersection between a company’s main operations and its growth opportunities. He or she accepts the burden of executive interests while ensuring that current working conditions remain stable for everyone else. This is a desirable leadership style in many companies because strategic thinking supports multiple types of employees at once. However, leaders who operate this way can set a dangerous precedent with respect to how many people they can support at once, and what the best direction for the company really is if everyone is getting their way at all times. 5. Transformational Leadership Sometimes Effective Transformational leadership is always “transforming’ and improving upon the company's conventions. Employees might have a basic set of tasks and goals that they complete every week or month, but the leader is constantly pushing them outside of their comfort zone. When starting a job with this type of leader, all employees might get a list of goals to reach, as Well as deadlines for reaching them, While the goals might seem simple at first, this manager might pick up the pace of deadlines or give you more andmore challenging goals as you grow with the company. This is a highly encouraged form oF leadership among growth-minded companies because it motivates employees to see what theyre capable of. But transformational leaders can risk losing sight of everyone's individual learning curves if direct reports don't receive the right coaching to quide them through new responsibilities. 6. Transactional Leadership Sometimes Effective Transactional leaders are fairly common today. These managers reward their employees for precisely the work they do, A marketing,team thet receivesra seheduled-bonus, for helping generate a certain number of.leads by.the end of, the Quarter is @\commonexample of transactional leadership. When starting a job with a transactional boss, you might receive an incentive plan that motivates you to quickly master yourregular job duties, Fonexémnple, iflyou workin marketing, you might receive’ a-bonus for ‘Sending 10 marketing emails. On the other hand, a transformational leader might only offer you a bonus if your work results in a large number of newsletter subscriptions. Transactional leadership helps establish roles and responsibilities for cach employee, but it can also encourage bare-minimum work if employees know how much their effort is worth all the time. This leadership style can use incentive programs to motivate employees, but they should be consistent with the company's goals and used in addition to unscheduled gestures of appreciation 7. Coach-Style Leadership Yu(ii) @ Ei /IGNOUASSIGNMENTGURU IGNOU ASSIGNMENT GURU _Page-8PHONE NO; 9811854308 Assignment GURU 8 : 4 i g ‘SOLVED ASSIGNMENTS igNoU 1919011854308 ouassi ‘ASSIGNMENT GURU Commonly Effective Similarly to a sports team’s coach, this leader focuses on identifying and nurturing the individual strengths of each member on his or her team. They also focus on strategies that will enable their team to work better together. This style offers strong similarities to strategic and democratic leadership, but puts more emphasis on the growth and success of individual employees. Rather than forcing all employees to focus on similar skills and goals, this leader might build a team where each employee has an area of expertise or skillset in something different. In the long run, this leader focuses on creating strong teams that can communicate well and embrace each other's unique skillsets in order to get work done. ‘A manager with this leadership style might help employees improve on their strengths by giving them new tasks to try, offering them guidance, or meeting to discuss constructive feedback. They might also: encourage one or more team members to expand on their strengths by learning new skills from other teammates. 8. Bureaucratic Leadership Rarely Effective Bureaucratic leaders go by the books. This style of leadership might listen and consider the input of employees — unlike autocratic leadership — but the leader tends to reject an employee's input if it conflicts with company policy or past practices “You may run into a bureaucratic leader at‘a larger older) of traditional company: At these companies, when a colleague or employee proposes a strong strategy that seems new or non-traditional, bureaucratic leaders may reject it Their resistance might be because the company has already been successful with ctitrent processes and trying something new could waste time or resources if it doesn't work. Employees under this leadership style might not feel as controlled as they would under autocratic leadership-but there isstill glack of freedomin how much people are able to do in their roles. This-ean.quickly shut-down, innovation and ts\definitely, not encouraged for companies who are chasing ambitious goals and quick-growth. Relevance of leadership styles to present scenario of organization: 1. For ménlagers/'in, génefal. (the. humancassets approach! which lays stress on) teamwork, building people and true empowerment. is found to be a very powerful leadership style. 2. At high-tech companies, the chief executive and his top staff engage themselves in identifying the particular expertise—that is, their competitive advantage—and then focus their energies on ensuring that the expertise moves up, down, horizontally, and diagonally in all directions spreading all over the topography of the organisations. 3, Every company has its boundaries demarcated by a "box" by way of values, policies, rules, structures, systems, procedures, that control what employees do in the short, intermediate, and long term, but there are some companies where the leaders focus their energies and efforts in the creation and maintenance of that box. Yu(ii) @ Ei /IGNOUASSIGNMENTGURU IGNOU ASSIGNMENT GURU _Page-9PHONE NO; 9811854308 Assignment GURU 8 : 4 i g ‘SOLVED ASSIGNMENTS igNoU 1919011854308 jousssignmentgur ‘ASSIGNMENT GURU The emphasis is on control of the internal environment and processes to produce that sharp edge that helps the organisation to win in the market competition. 4, There are some leaders for whom change is a way of life. The focus is on changing the fundamentals or basics of their organisation—right from the operational procedures to compensation programmes... to the way people communicate with each other informally in the corporate corridors. Those leaders see the need for a continuous and significant change as for them changeis not needed to solve an organisational crisis, 5. Virtually, every leader has to employ the strategic approach in today's highly competitive situation, The topmost corporate leader, the chief executive officer and his associates, have to focus their energies on determining how their organisation can remain market leaders or emerge as the market leader of tomorrow, and then can structure their organisation to support this focus. Answer: - various channels of communication: 1. Formal channels Itis an official way of communicating, A formal communication channel transmits information such as the goals, policies and procedures of an Organization. Messages in this type of communication channel follow a chain of command, This means information flows from a manager to his subordinates and they in tum pass on the information to the next level of staff Some examples include company newsletters, business plans, instructions, annual reports, agreements, company-wide communications, board presentations etc 2. Informal channels Itis also an official way of Communicating, with somewhat felaxed norms{ There-may not be a need for a chain of.command or-hierarchy in this'kind-of communicationThere will be immense official communication where such hierarchy or command is not needed, but they happen within the official framework. Some examples will include conversations on the work floor addressing queries Of team| members, luncl time-conversations, many of thejemails where formal command is not needed suchas someone is seeking some quick information ete. Under the official environment, both formal and informal channels are used as needed. 3, Unofficial channels There exists an unofficial mode of communication as well, The employees communicate outside work environment on topics not related to work. General social, sports, political and personal communication are unofficial channels. But a manager needs to be aware about the existence of sucha channel and information flowing in them. Many times rumours and gossips, also provide very important information which otherwise will not be available, Yu(ii) @ Ei /IGNOUASSIGNMENTGURU IGNOU ASSIGNMENT GURU Page-1OPHONE NO; 9811854308 Assignment GURU 8 : 4 i g ‘SOLVED ASSIGNMENTS ignou souseiasa208 ASSIGNMENT GURU mouse Relevance of communication channel in organization: 1. Communication promotes motivation by informing and clarifying the employees about the task to be done, the manner they are performing the task, and how to improve their performance if is not up to the mark. 2. Communication is a source of information to the organizational members for decision-making process as it helps identifying and assessing alternative course of actions. 3. Communication also plays a crucial role in altering individual's attitudes, ie. a well informed individual will have better attitude than a less-informed individual. Organizational magazines, journals, meetings and various other forms of oral and written communication help in moulding employee's attitudes. 4, Communication also helps in socializing. in todays life the only presence of another individual fosters communication. Itis also said that one cannot survive without communication 5. As discussed earlier, communication also assists in controling process. It helps controlling organizational member's behaviour in various ways. There are various levels of hierarchy and certain principles and guidelines that employees must follow in an organization. They must comply with organizational policies, perform their job role efficiently and communicate any work problem and grievance to thelr superiors. Thus, communication helps in controlling function of management. Abreakdownin the communication chafihel leads t6 an inefficient flow OF information. Employees are unaware of what the company expects of them. They are uninformed of what is going on in the company. This will cause them to become suspicious of motives and any changes in the company. Also without effective communication, employees become department minded rather than company minded, and this affects their decision making and productivity in the workplace, Eventually, this harms the overall organizational objectives as well. Hence, in order for an organization to be run effectively, a good manager should be able to communicate to his/her employees what is expected of them, make sure they are fully aware of company policiésand any upcoming changes. Therefore, an effective communication channel should be-implemented-by managers to optimize worker productivity to ensure the smooth running of the organization. How to overcome barfiers to effective communication; 1. Make Your Ideas Clear Before Communicating Give a thought to what you are going to say. Youlneed to have clear ideas about what-you are about to speak. Know the motive behind the suibject.-Begin with a clear goal of communication and precise thinking, In order to minimise vagueness and confusion in the communication process, clear communication builds upon exact terms and concrete words. Making your ideas clear before speaking, make your message simple and to the point. The receiver will understand what you're trying to say. 2, Ensure the Time of Your Communication is Good When you speak to someone, try to see the time and the mood of the person. Do not go and knock on your colleague after office hours. Time is an important factor in communication. When a group of people initiates communication, you must pay attention and communicate in due time. Yu(ii) @ Ei /IGNOUASSIGNMENTGURU IGNOU ASSIGNMENT GURU Page-1 1PHONE NO; 9811854308 Assignment GURU 8 : 4 i g ‘SOLVED ASSIGNMENTS igNoU 1919011854308 jousssignmentgur ‘ASSIGNMENT GURU 3, Use a Language Your Listener Can Understand You have to ensure that you are speaking the language which your listener can understand. Make your grammar and vocabulary as easy as possible while talking and writing, You can always show your language skills in report or thesis writing. But when you are delivering a meaningful message or conversing formally or informally, avoid any complex language or using a different accent. 4, Make your Message to the Point and Short When speaking or writing emails or chatting, make your message to the point. Firstly, avoid any kind of unnecessary information. Secondly, only communicate one idea, thought or feeling ata time. 5. Check if the Other Person has Understood Your Message When you communicate with someone else, ensure that they understood the message properly. Giving and requesting feedback proves that you are serious about what the other person says and their views on the subject. Answer: concept of change in organizations: Organizational Change looksboth at the process in which a company or any organization changes its operational methods, technologies, organizational structure, whole structure, or strategies, as Well as what effects these changes have on it. Organizational change usually happensin response to — or as a result of — external or internal pressures. It is all about reviewing and modifying structures — specifically management structures — and business processes. ‘Small commercial enterprises need to adapt to survive against larger competitors. They also need to leam to thrive in that environment. Large rivals need to adapt rapidly when a smaller, innovative competitor comes-anto thescene: To avoid falling behind, or to remain a step ahead of its rivals, a business must seek out ways to operate more efficiently. t must also strive to operate more cost effectively. Reasons for resistance to change in organizations: 1. Mistrust and Lack of Confidence When employees do not trust or feel confident in the person making the change, their resistance to it can be a huge barrier. In fact, change advisor and author Rick Maurer believes that lack of confidence in change-makers is a cause of resistance to change in organizations that is most often overlooked. Maurer's 3 Levels of Resistance to Change are: | don't get it, | don't like it, and I don't like you. That's right — people may not resist the change itself but Yu(ii) @ Ei /IGNOUASSIGNMENTGURU IGNOU ASSIGNMENT GURU Page-12PHONE NO; 9811854308 Assignment GURU 8 : 4 i g ‘SOLVED ASSIGNMENTS igNoU 1919011854308 ouassi ‘ASSIGNMENT GURU rather the person making it. Of course, "you" does not always refer to the change-maker specifically. It could also be someone the change-maker represents, such as corporate headquarters or a faceless CEO. 2, Emotional Responses Changing the status quo is difficult, and many people will have emotional reactions to anything that upsets their routine. This is a natural and inevitable response. Brushing it off will only lead to stronger resistance. 3. Fear of Failure People will not support a change if they're not confident in their own abilities to adapt to it. When people feel threatened by their own shortcomings (real or imagined), they protect themselves from failure by resisting the change. 4, Poor Communication The key to great change management communication is to create an active conversation. When you talk at people as opposedto with people, you're bound to get resistance to change. 5. Unrealistic Timelines Find a balance between creating a sense"of urgency and allowing time to transition. Don’t force change too quickly. When you push too hard for a change to happen, it’s easy to get tunnel vision and neglect important elements of your change plan. Strategies to overcome resistance to change in organizations: 1. Do Change Management Right the First Time Much resistance to change can be avoided if effective change management is applied on the project from the very beginning. While resistance is the normal human reaction in times of change, good change management can mitigaté much of this resistance. 2, Expect Resistance to Change Do not be surprised by resistance! Even if the solution a project presents is a wonderful improvement to a problem that has been plaguing employees, there wil stil be resistance to change. Comfort \Wwith-the status quis) extraordinarily: powerful Fear of ‘moving into an unknown future state creates anxiety and stress, even if the current state is painful. 3, Formally Manage Resistance to Change Managing resistance to change should notbe solely areactive tactic for change management practitioners. There are many proactive steps that can be used to address and mitigate resistance that should be part of the change management approach on a project. Yu(ii) @ Ei /IGNOUASSIGNMENTGURU IGNOU ASSIGNMENT GURU Page-1 3PHONE NO; 9811854308 Assignment GURU 8 : 4 i g ‘SOLVED ASSIGNMENTS igNoU 1919011854308 ouassi ‘ASSIGNMENT GURU 4, Identify the Root Causes of Resistance to Change Managing resistance is ineffective when it simply focuses on the symptoms. The symptoms of resistance are observable and often overt, such as complaining, not attending key meetings, not providing requested information or resources, or simply not adopting a change to process or behavior. 5, Engage the "Right" Resistance Managers The ‘right’ resistance managers in an organization are the senior leaders, middle managers and frontline supervisors. The change management team is not an effective resistance manager. Project team members, Human Resources or Organization Development specialists are not effective resistance managers either. Utimately, it takes action by leadership in an organization to manage resistance. Yu(ii) @ Ei /IGNOUASSIGNMENTGURU IGNOU ASSIGNMENT GURU Page-1 4