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Think 105

 I think changes is going to happen regardless if people are ready for it or not. People don’t do well with change even if it just new technology which would make your job easier. People have anxiety over change. People that are in the organization for a long period of time are resistant and get set in their own ways and find it difficult to accept or even embrace change. I think the best policy to have when introducing change in a workplace is too allow people to be involved in the process. Culture is not easily changed it will take a long period of time to change someone’s culture. Being resistant to change is a natural reaction with employees. Change requires people to change the way they do things and also their thinking which is hard for anyone to do.  The relationship between organizational change and culture is that is the way the organization operates. Change can alter the way the company operates. The key to making an effective change in a company is to communicate with the employees through the process. There are two types of company’s one that embraces change and one that is more traditional in the way they operate. Traditional company don’t embrace change well. Key leader is someone that is very involved with their job and employees that want the company and their employees to be successful. Leadership in a company is key. There needs to be strong guidance for employees. Leaders that don’t like their job it reflects on everyone. If they aren’t passionate and they don’t care what do, they expect their employees to feel and behave. Managers or supervisor set the tone for the organization positive people and good managers make the employees reflect that environment. Managers that are dysfunctional and negative hinder the work environment making it a bad place to work

Think 106

  Resistance to change is inevitable, especially when the change is larger in size (Bolognese, 2017). Employees may feel uncertain with changes. They may feel their routines have been disrupted, their status will be lost, or even that they will fail. These fears and or assumptions are what trigger the resistance (Brown, 2017). Employees may show their resistance in numerous ways such as: disengagement, disidentification, disenchantment, and disorientation (Nelson & Quick, 2013).

            To help ease these concerns, employers should create an environment that allows employees to be open about their concerns. Allowing communication to be open on both ends is a vital part of this. It is also helpful to be upfront about the changes beforehand (Nelson & Quick, 2013). This allows employees to feel that they are in the loop, and they are not being tricked. It can also help to ease the concern that their status or job is at risk.

            Changing the culture can be difficult, but it can be done. First, it is important to set the precedent. Explain the changes that will be made, why they are important, and then documenting them. Gathering a few employees to act as agents of change can also be useful, they will help to usher in the change. They will bring in all the other employees and get them to understand the importance of change. Finally, hiring practices should cater to the new culture. New hires should be models of the culture the company wishes to have (Soloman, 2014). This will allow the company to manage the change of culture as much as possible. In the end, not all employees will conform to change. For this reason, some might not stay with the company. However, this is unavoidable. In the end, a company can only control so many aspects of change. This is because the human aspect is not fully controllable.

            The same can be said with general change. Employees can help build a culture that supports change. The culture can play a large role in how change is facilitated. A culture that focuses on constant improvement, open communication, and full discloser is likely to do well in a change situation. This is because the environment is set up for changes (Nelson & Quick, 2013). Employees are more likely to see this as a norm, and not as an unusual threat. This of course will lessen the change of resistance.

            Culture sets the tone for how employees should act and adjust. An open and dynamic culture suggests that change should be embraced and will always happen with full discloser. It ensures that no secrets exist, especially regarding the change. Often, leaders must be the examples of culture. When the leader adjusts well and is open, employees are likely to do the same. This only further supports the culture.

            I have worked in a company where the leader is paranoid and even dramatic. It was not unusual for the leader to take any questions personally and then have an outburst. It made people afraid to ask questions, show their concern, or even make eye contact with her. There were some occasions where an employee looked at the leader and smiled, the leader accused the employee of smirking at her. She accused the employee of trying to turn others against her, it got very ugly very fast. We were all afraid to do anything, she almost seemed to make up things that didn’t happen. Many of us got out of there quickly.