Organizational Change — Managing Employees Resistance

Viorel Cornescu and Roxana Adam

Chapter 42 in Challenges, Performances and Tendencies in Organisation Management, 2016, pp 381-389 from World Scientific Publishing Co. Pte. Ltd.

Abstract: This chapter presents a theoretical perspective concerning the management of change and innovation and correlates it with aspects of employees' reactions to change. The central proposal of the chapter is that resistance to change is a basic human characteristic and it strongly depends on every individual's nature. Each organizational change induces a certain level of resistance in employee behavior which may in turn affect its implementation and the smooth running of things. The review shows that change is uncomfortable and managers need to find new ways of thinking and doing it, ways that should lead the organization to solve its problems in the most efficient manner. The chapter derives its originality from the fact that it exceed the focus on the technical elements of change and it brings to the forefront the key human element which is central to the successful implementation of change in organizations. The case study presents the orientation of a Romanian university towards organizational change. It reveals the most common types of organizational change among faculties and some significant factors that could contribute to block the change. Analyzing the nature of the successful methods used in producing new ideas or to increase individuals' creativity, the study reveals the importance of financial and non-financial incentives in motivating employees.

Keywords: Management; Organisation Management; Innovation; Knowledge; Intellectual Capital; Information System; Enterprise; International Management; International Conference; SME; Entrepreneurship; Leadership; Strategy; Social Enterprise; Governance; Romanian Scientific Management Society (search for similar items in EconPapers)
Date: 2016
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