The following paper aims to show the origin of resistance resulting from changing old controlling tools to more innovative ones in retail companies. Furthermore there will be strategies presented to avoid and overcome such resistances. For this purpose, typical situations as well as exemplary solutions for dealing with resistances in practice are outlined within a theoretical framework. Highly relevant for companies of all sizes and industries, this topic is of particular importance for retail companies. This results mainly from the conservative corporate culture, the high margin pressure and the associated risk aversion in retail companies.
Successful and future-oriented corporate management is based on efficient and effective controlling tools that form a holistic system. Its purpose is satisfying internal and external information needs as well as providing a mandatory base for the management of a company with which decisions can be made at all times. The demands for modern controlling tools are very diverse. Factors crucial to the success of a company must always be depicted in a consistent manner and controlling-relevant financial as well as non-financial information must be presented transparently and in a recipient-oriented fashion. At the same time, past and future-oriented assertions must be made that provide a reliable idea of the current situation of a company. A company's controlling tools should meet the expectations of externs. The greatest challenges here include regulatory and legal requirements as well as implicit expectations of the capital markets with regard to transparency and quality of the tools used. This applies in particular to innovative forms of financing, which are also becoming popular in the retail sector.
Table of Contents
1. Introduction
1.1 Topic Background
1.2 Thesis Structure
2. Theoretical Framework: Change Management
2.1 Definition
2.2 Causes and Reasons for Change
2.3 Fundamental Prerequisites
2.4 Lewin’s Change Model
3. Overcoming Resistance
3.1 Forms of Resistance
3.2 Causes and Reasons for Resistance
3.3 The Change Curve
4. Change of Controlling Tools in a Retail Company
4.1 Triggers of Change
4.2 Participants in the Change Process
4.3 Resistance to Change
4.4 Strategies for Avoiding and Overcoming Resistance
5. Conclusion
6. References
Objectives and Topics
This working paper aims to investigate the origins of resistance arising from the modernization of controlling tools within retail companies and to present effective strategies to mitigate such resistance. It focuses on the intersection of change management theory and practical controlling applications, exploring organizational dynamics and human behavior during transition phases.
- Theoretical foundations of change management and Lewin's change model.
- Taxonomy of resistance: identification of forms and underlying causes.
- Analysis of innovative controlling tools in retail, specifically bonus schemes, planning & forecasting, and KPIs.
- Strategic approaches to overcoming resistance using the promoter model and participatory measures.
Excerpt from the Book
3.1 Forms of Resistance
Change means intervening in everyday practices and disrupting routine procedures. A company will face resistance from the workforce during a change process. Winfried Berner once said: „Wo kein Widerstand, da keine Veränderung.“
Resistance can manifest itself in various forms. From the so-called "feigning death", in which employees withdraw completely into themselves, to cleverly contrived intrigues – there are different manifestations. The latter is to be considered the greater evil, seeing as it is often not recognized as a form of resistance or is identified as such too late. Consequently, it can be derived that resistance can be either overt or covert. As open resistance, it occurs in the form of criticism, direct complaints or direct rebellion against the change project. Concealed resistance, on the other hand, is usually treacherous and manifests itself in apathy and disinterest. Outwardly it can disguise itself as alleged agreement, whilst coworkers potentially develop a strategy with which they could sabotage the change process. Berner calls this phenomenon resistance through agreement. What he is trying to express is that employees seem to agree with proposed changes and thus express their apparent solidarity. At the same time, however, they will do everything possible to re-establish the initial situation.
Summary of Chapters
1. Introduction: This chapter introduces the importance of efficient controlling tools in retail management and outlines the structure of the thesis.
2. Theoretical Framework: Change Management: It provides a definition of change management, discusses necessary prerequisites, and details Lewin's three-phase change model.
3. Overcoming Resistance: This chapter explores the diverse manifestations of resistance and introduces the Kübler-Ross Change Curve to map employee reactions during transitions.
4. Change of Controlling Tools in a Retail Company: It connects theory with practice by analyzing specific triggers of change for bonus, planning, and KPI systems, and identifying strategies to manage human resistance.
5. Conclusion: The final chapter summarizes the findings, emphasizing the importance of early identification and participatory strategies in the success of change projects.
6. References: This section lists all academic sources and literature utilized throughout the working paper.
Keywords
Change Management, Controlling Tools, Retail Sector, Resistance, Employee Participation, Lewin’s Change Model, Kübler-Ross Change Curve, Organizational Change, Innovation, Promoter Model, Bonus Schemes, Performance Indicators, Planning and Forecasting, Corporate Culture, Strategic Management.
Frequently Asked Questions
What is the fundamental focus of this research paper?
The paper examines the challenges of implementing innovative controlling tools in retail companies and how to manage the resistance that typically accompanies such organizational changes.
What are the primary thematic pillars of the work?
The core themes include the theory of change management, the categorization of resistance behaviors, the specific triggers for change in retail controlling, and strategies for overcoming employee opposition.
What is the central research question?
The research explores why the transition to more innovative controlling tools in retail triggers resistance and what specific strategies management can employ to identify and overcome these barriers effectively.
Which scientific methods are applied?
The author performs an analytical literature review combined with the application of standard change management models (like Lewin’s) to practical scenarios within the retail controlling environment.
What content is included in the main body?
The main body covers the definition of change management, detailed analysis of resistance types, an investigation into controlling tool triggers (KPIs, planning, bonus systems), and a framework for intervention strategies.
Which keywords best characterize this work?
Essential keywords include Change Management, Retail Controlling, Resistance, Organizational Development, and Innovation.
How does the "Change Curve" help in management?
It illustrates the predictable mood swings and performance fluctuations of employees during change, allowing leaders to anticipate and better manage the emotional phases their staff go through.
What role does the "promoter model" play in overcoming resistance?
The model identifies key roles (power, specialist, and process promoters) who drive innovation and help navigate the organization past political, technical, or personal barriers.
Why is change considered more difficult in the retail sector according to the text?
Retail often features a conservative corporate culture, high margin pressure, and significant risk aversion, which intensifies the perceived threat of new controlling systems among the workforce.
- Arbeit zitieren
- Angelika Valerie Lapidus (Autor:in), 2021, Change Management. Overcoming Resistance Against Innovative Controlling Tools in Retail Companies, München, GRIN Verlag, https://www.grin.com/document/1243351
