Resistance to Change. Change Management in a fictional company

Essay, 2016

13 Seiten, Note: 65%


Table of Contents

1. Introduction

2. How Likely Do You Believe Mazoo’s Employees Will Have Resisted The Change.

3. Sources Of Resistance – Critical Evaluation

4. Resistance Manifestations And Outcomes

5. Measures That Effective Management Might Take To Overcome Resistance When It Has A Negative Impact

6. Conclusion

1. Introduction

Mazoo operates within a mature plastic cups industry, which is deemed environmentally unfriendly and banned in 100 jurisdictions in the USA (Lauzon, 2012). Forecasts for global plastics (despite the negative press) are on the rise therefore there are existing opportunities manufacturing alternative products (Freedonia, 2014). Mazoo has implemented planned change to take advantage of the opportunities.

Fundamental and radical change has been miss-communicated. Management has suppressed information with the expectancy that low-skilled staff would at the eleventh-hour comprehend 800 pages sent via email. The CEO’s presentation highlighted that much of the information would have been irrelevant to individuals. Additionally competing/conflicting interests would exist therefore some people would be upset.

Change requires communication of the vision and benefits to everyone sensitively. This report will evaluate what people are likely to feel, potential resistance, and how management can overcome this.

2. How Likely Do You Believe Mazoo’s Employees Will Have Resisted The Change.

There is a high probability of resistance due to autocratic treatment and poor communication. The change team executed the change via a programmatic communication process rather than participatory. The front end change may have been well planned, however without any associated implementation strategies to engage workers: emergent negative reactions/results will inevitably arise. There may also be emergent benefits.

The packaging/distribution department have a working pattern change including job redesign for which they may be unqualified or alternatively creating tedious work. Fear of failure/apathy may arise and the change to shift patterns (evenings and weekends) will impact the private lives/personal goals of staff and affect their work-life balance.

The production department has new equipment installed with no associated training. Therefore, they are likely to feel the fear of either potential redundancies due to the automation of jobs, or operational failures due to the lack of training. Automation may include manufacturing via 3D printing, thereby moving the business into an entirely different technological arena. The infrastructure change may create discord between existing and new systems, which could result in a demand for specific or technical skills that are not readily available in the labour market (CIPD, 2015). The addition of skilled staff, plus a new production team on the shop floor, could have an impact on the culture and norms formed amongst existing groups.

Despite the human reaction to resist change, it is not always negative. Cunningham maintains that one of the greatest myths in management is the generalisation that people resist change (Cunningham, 2007). The change could be met positively with the assurance of job security/sustainability and opportunities to develop individually/collectively dependant on the individuals’ mind-set.

3. Sources Of Resistance – Critical Evaluation

Resistance is likely to occur forming both horizontal and vertical barriers, as it is a reaction carried out in the spaces created by contradictions in management strategy (Cutcher, 2009). Contradictions emanated from the CEO as he states that the organisation values its staff, however simultaneously failing to include them in any of the planning, implementation or communication processes.


Kotter & Schlesinger diagnosed resistance to change that included the following negative reactions (Kotter & Schlesinger, 1979):

Parochial Self-Interest

Drilling down from the supervisors to labourers they will all have their own interests at heart. Changes to automation processes, shift patterns, and work groups will impact each differently and their associated opinion on the matter.

Misunderstanding and Lack of Trust

The CEO stated that he felt the 800-page email was an effective method to communicate. In reality, the change was cloaked, obtuse and delivered at the last minute, thereby creating misunderstandings and lack of trust. The workforce would believe the change was bad otherwise it would have been shared at the outset.

Different Assessments

Some people will be unhappy no matter what occurs as humans all have selective perception. It is likely that workers will view the change as working longer hours with harder targets merely for the benefit of the shareholders.

Low Tolerance for Change

This theory was written in 1979 and Jobs for life are a thing of the past. Most workers today expect change. However for the older incumbents this could be a factor with the prospect of redundancies and the inability to secure future employment.


Ende der Leseprobe aus 13 Seiten


Resistance to Change. Change Management in a fictional company
University of Ulster
BSc Business Studies
ISBN (eBook)
ISBN (Buch)
506 KB
resistance, change, management
Arbeit zitieren
Irene Anne McLaughlin (Autor), 2016, Resistance to Change. Change Management in a fictional company, München, GRIN Verlag,


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