According to Yukl, people resist changes in organizations due to economic threats. People fear that changes in established job tasks or routines will result in lower income. People fear that they will not be able to perform the new tasks and assignments, as per their previous standards, especially when the management ties their remuneration to their productivity. According to Yulk, a change is beneficial to the company; it will, however, still face resistance from the workers if it results in loss of job security, income or other benefits (Hellriegel & Scolum, 2007).
For a long period, our health centre used a manual system to record, maintain and file customer information. The management decided to computerize the system, so that customer records would be captured at the reception and instant messages would be sent to the next point the customer was to visit, starting with the observation room, then the consultation room, the laboratory, and, lastly, the pharmacy. This would minimize the movements of staffs from each point and automate patients’ records. There was a lot of resistance among the staffs, since there were rumors that the system would result in loss of jobs for some of the staffs, especially the support staffs who did the manual jobs.
The management overcame this obstacle by the top management, taking the time to discuss the issue with all the staffs at department’s level, assuring them that no single person would lose their job because of the new system. In addition, the company offered to pay for training for all the staffs, which reduced the fear of not being able to use the system.
One of the most crucial means of managing change is through communication, which means spelling out the need for the change clearly and explaining the direction the organization is heading. The management should not force the change on the workers. This will make the workers understand and more willing to accept the change. The other way is training the workers and giving them the tools, necessary to implement the change (Palmer, 2004). This will make them comfortable with the upcoming changes. Most importantly, the management should involve the workers in decision making, which allows the team to have a voice. When the staffs get a chance to be heard, they will likely get on board easily (Sharma, 2006).
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