ms-26 mba assignment july dec 2010 Question 3

3. Briefly discuss the need for Transformational Leaders and their importance. Transformational Leadership.

Assumptions

·         People will follow a person who inspires them.

·         A person with vision and passion can achieve great things.

·         The way to get things done is by injecting enthusiasm and energy.

       style

            Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed.

           

            Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers. This vision may be developed by the leader, by the senior team or may emerge from a broad series of discussions. The important factor is the leader buys into it, hook, line and sinker.

            The next step, which in fact never stops, is to constantly sell the vision. This takes energy and commitment, as few people will immediately buy into a radical vision, and some will join the show much more slowly than others. The Transformational Leader thus takes every opportunity and will use whatever works to convince others to climb on board the bandwagon. In order to create followers, the Transformational Leader has to be very careful in creating trust, and their personal integrity is a critical part of the package that they are selling. In effect, they are selling themselves as well as the vision.

            In parallel with the selling activity is seeking the way forward. Some Transformational Leaders know the way, and simply want others to follow them. Others do not have a ready strategy, but will happily lead the exploration of possible routes to the promised land. The route forwards may not be obvious and may not be plotted in details, but with a clear vision, the direction will always be known. Thus finding the way forward can be an ongoing process of course correction, and the Transformational Leader will accept that there will be failures and blind canyons along the way. As long as they feel progress is being made, they will be happy. The final stage is to remain up-front and central during the action. Transformational Leaders are always visible and will stand up to be counted rather than hide behind their troops. They show by their attitudes and actions how everyone else should behave. They also make continued efforts to motivate and rally their followers, constantly doing the rounds, listening, soothing and enthusing.
It is their unswerving commitment as much as anything else that keeps people going, particularly through the darker times when some may question whether the vision can ever be achieved. If the people do not believe that they can succeed, then their efforts will flag. The Transformational Leader seeks to infect and reinfect their followers with a high level of commitment to the vision.

           

            One of the methods the Transformational Leader uses to sustain motivation is in the use of ceremonies, rituals and other cultural symbolism. Small changes get big hurrahs, pumping up their significance as indicators of real progress.
Overall, they balance their attention between action that creates progress and the mental state of their followers. Perhaps more than other approaches, they are people-oriented and believe that success comes first and last through deep and sustained commitment.
Discussion Whilst the Transformational Leader seeks overtly to transform the organization, there is also a tacit promise to followers that they also will be transformed in some way, perhaps to be more like this amazing leader. In some respects, then, the followers are the product of the transformation.

            Transformational Leaders are often charismatic, but are not as narcissistic as pure Charismatic Leaders, who succeed through a believe in themselves rather than a believe in others. One of the traps of Transformational Leadership is that passion and confidence can easily be mistaken for truth and reality. Whilst it is true that great things have been achieved through enthusiastic leadership, it is also true that many passionate people have led the charge right over the cliff and into a bottomless chasm. Just because someone believes they are right, it does not mean they are right.

            Paradoxically, the energy that gets people going can also cause them to give up. Transformational Leaders often have large amounts of enthusiasm which, if relentlessly applied, can wear out their followers. Transformational Leaders also tend to see the big picture, but not the details, where the devil often lurks. If they do not have people to take care of this level of information, then they are usually doomed to fail.
Finally, Transformational Leaders, by definition, seek to transform. When the organization does not need transforming and people are happy as they are, then such a leader will be frustrated. Like wartime leaders, however, given the right situation they come into their own and can be personally responsible for saving entire companies.

ms-26 mba assignment july dec 2010 Question 2

2. What is organizational Stress? Briefly describe the strategies to cope with stress at individual and organizational levels.

            Work-related stress is the response people may have when presented with work demands and pressures that are not matched to their knowledge and abilities and which challenge their ability to cope. Stress occurs in a wide range of work circumstances but is often made worse when employees feel they have little support from supervisors and colleagues and where they have little control over work or how they can cope with its  demands and pressures. There is often confusion between pressure or challenge and stress and sometimes it is used to excuse bad management practice. Pressure at the workplace is unavoidable due to the demands of the contemporary work environment.

            Pressure perceived as acceptable by an individual, may even keep workers alert, motivated, able to work and learn, depending on the available resources and personal  characteristics. However, when that pressure becomes excessive or otherwise unmanageable it leads to stress. Stress can damage your workers’ health and your business performance. Stress results from a mismatch between the demands and pressures on the person, on the one hand, and their knowledge and abilities, on the  other. It challenges their ability to cope with work. This includes not only  situations where the pressures of work exceed the worker’s ability to cope  but also where the worker’s knowledge and abilities are not sufficiently  utilized and that is a problem for them. A healthy job is likely to be one where the pressures on employees are appropriate in relation to their abilities and resources, to the amount of control they have over their work, and to the support they receive from  people who matter to them. As health is not merely the absence of disease  or infirmity but a positive state of complete physical, mental and social  well-being, a healthy working environment is one in which there is not only an absence of harmful conditions but an abundance of health promoting ones.

           

            These may include continuous assessment of risks to health, the   provision of appropriate information and training on health issues and the availability of health promoting organisational support practices and structures. A healthy work environment is one in which staff have made health and health promotion a priority and part of their working lives.

            Poor work organisation, that is the way we design jobs and work systems, and the way we manage them, can cause work stress. Excessive and otherwise unmanageable demands and pressures can becaused by poor work design, poor management and unsatisfactory working conditions. Similarly, these things can result in workers not receiving sufficient support from others or not having enough control over their work and its pressures.

            Research findings show that the most stressful type of work is that which  values excessive demands and pressures that are not matched to workers’ knowledge and abilities, where there is little opportunity to exercise any choice or control, and where there is little support from others. The more the demands and pressures of work are matched to the knowledge and abilities of workers, the less likely they are to experience work stress. The more support workers receive from others at work, or in relation to work, the less likely they are to experience work stress. The more control workers have over their work and the way they do it and the more they participate in decisions that concern their jobs, the less likely they are to experience work stress.

            Most of the causes of work stress concern the way work is designed and the  way in which organisations are managed. Because these aspects of work 

What causes work stress?

1. Stress-related Hazards.

2. Work Content.

3. Job Content.

     

      a. Monotonous, under-stimulating, meaningless tasks
      b. Lack of variety
      c. Unpleasant tasks

      d. Aversive tasks

4. Workload and Work pace:

     

      a. Having too much or too little to do
      b. Working under time pressures

5. Working Hours:

a. Strict and inflexible working schedules
b. Long and unsocial hours
c. Unpredictable working hours
d. Badly designed shift systems

6. Participation and Control

     a. Lack of participation in decision making
     b. Lack of control (for example, over work methods,
:
7.Career Development, Status and Pay

     a. Job insecurity
     b. Lack of promotion prospects
     c. Under-promotion or over-promotion
     d. Work of ‘low social value’
     e. Piece rate payments schemes
    f. Unclear or unfair performance evaluation systems
    g. Being over-skilled or under-skilled for the job

8. Role in the Organisation

    a. Unclear role
    b. Conflicting roles within the same job
    c. Responsibility for people
    d. Continuously dealing with other people and their problems

9. Interpersonal Relationships

    a. Inadequate, inconsiderate or unsupportive supervision
    b. Poor relationships with co-workers
    c. Bullying, harassment and violence
    d. Isolated or solitary work
    e. No agreed procedures for dealing with problems or complaints

10. Organisational Culture

   a. Poor communication
   b. Poor leadership
   c. Lack of clarity about organisational objectives and structure

11. Home-Work Interface

    a. Conflicting demands of work and home
    b. Lack of support for domestic problems at work
    c. Lack of support for work problems at home

            The effects of work stress on individuals Stress affects different people in different ways.  The experience of work stress can cause unusual and dysfunctional behaviour at work and contribute to poor physical and mental health. In extreme cases, long-term stress or traumatic events at work may lead to psychological problems and be conductive to psychiatric disorders resulting in absence from work and preventing the worker from being able to work again. When under stress, people find it difficult to maintain a healthy balance between work and non- work life. At the same time, they may engage in unhealthy.

The effects of work stress:

Become increasingly distressed  and irritable
Become unable to relax or  concentrate
Have difficulty thinking logically  and making decisions
Enjoy their work less and feel less  committed to it
Feel tired, depressed, anxious
Have difficulty sleeping
Experience serious physical problems

            The effects of work stress on organisations If key staff or a large number of workers are affected, work stress may challenge the healthiness and performance of their organisation. Unhealthy organisations do not get the best from their workers  and this may affect not only their performance in the increasingly competitive market but eventually even their survival.

strategies to cope with stress at individual and organizational levels.

.

"Stress!" Even the word can send shivers down your spine. Most of us live in a world where stressors of all sorts come at us daily - stress at work, stress at home, and stress all around us. We constantly are bombarded when we walk through the door at work, when we go on-line, when we drive through traffic, or when we turn on the TV or radio.

Organizational stress management programs abound, and a growing body of research has given us insight into the causes and potential antidotes for stress. Yet, stress has not gone away. Far from it! Most indicators of mental health in the United States show that symptoms of stress have been on the rise. The decline in the economy has taken its toll over the past few years. On September 11, 2001,

the mental health of the United States experienced a sudden jolt. And, since then, there has been war, heightened awareness of terror, and an on-going diffuse sense of unease and nervousness. Even for those not directly affected by economic or world events, there remain reverberating aftershocks that affect us all. And then, at a more local level, there is work-related stress. Plain, ordinary workaday stress. The problem is stress can be cumulative. What goes on at work can add

to the "volume" of stress a person perceives and experiences. Consider "Joe Worker." On a typical work day, he may wake up worrying about money. After fighting commuter traffic, he has a hard day at work (perhaps harder than usual due to a recent reorganization or cost-cutting program). He listens to some disturbing news on the radio on the way home, unwinds with a few drinks, and then goes to

bed having just watched more bad news on TV. Not a pretty picture! What to do? An organization only can do so much. Work stress is only part of the problem. But, in many cases, a significant part -- and a part that potentially is changeable through workplace interventions. Some stress clearly can be traced to individual factors (e.g., personality, social support, coping skills), and not some organizational culprit. People vary quite a bit in terms of how much stress they can withstand, how much they let it get to them, and how much they may transmit it to those around them. Research has shown a number of factors to be important in our capacity to tolerate stress. The same individual factors discussed in a 1986 Training and Development article (Nowack, K. “Who are the hardy?”) still ring true today. People who are committed to meaningful goals, who see problems as challenges, and who experience a sense of control (the 3 “C’s”) are buffered against the effects of

stress. A fourth “C,” connection to others also has been shown to mitigate the effects of stress. For the most part, an organization can do little to modify or change these individual factors (except perhaps more rigorous recruitment and selection practices that screen those especially susceptible to stress, or those who are known carriers of stress).

Besides an individual's personality, emotional predisposition or coping skills, there are many organizational sources of stress. In fact, recent research by Organizational Performance Dimensions suggests that without addressing organizational sources of stress, individual stress management programs usually are ineffective with respect to productivity and quality of worklife outcomes.

Furthermore, a recent study by Marketdata, a Tampa, FL research firm, reported that nearly 75 percent of people seeking stress reduction were being treated for work-induced stress

Organisational culture:

            Organisational culture is one of the key factors in determining how successful an organization will be in managing work stress. Organisational culture is reflected in the attitudes of staff, their shared beliefs about the organisation, their shared value systems and common and approved ways of behaving at work. Organisational culture also concern show problems are recognized and solved. It can affect what is experienced as stressful, how that experience translates into health difficulties, how both stress and health are reported and how the organization responds to such reports. Employers, managers and trade union representatives must therefore  become aware of the culture of an organisation, and explore it in relation  to the management of work stress. If necessary, these parties must engage  in culture change activities as an important aspect of improving the  management of stress at work.

            Resources for managing work stress All employers should carefully consider the systems that they have in place for assessing, preventing and otherwise managing work  stress. You must be aware of your organisation’s systems and resources for managing stress. Internal resources may include occupational health services, human resource management (personnel), training departments or other individuals with responsibility for staff well-being and health.  Individual problems which are complex, difficult and not manageable internally, are best dealt with by a counselling psychologist, clinical  psychologist, counsellor, or an occupational physician who may consult with a general practitioner or other specialist functions as deemed necessary. Identification of any groups at risk within your organisation is crucial and should accompany the examination of available organisational resources for managing work stress.

            Work stress is a real challenge for workers and their employing organisations. As organisations and their working environment transform, so do the kinds of stress problems that employees may face. It is important that your workplace is being continuously monitored for stress problems. Further, it is not only important to identify stress problems and to deal with them but to promote healthy work and reduce harmful aspects of work. Work in itself can be a self-promoting activity as long as it takes place in a safe, development – and health – promoting environment. Successful employers and managers provide leadership in dealing with the challenge of work stress.

Stress can be minimized by following methods also

1. Ask employees to attend classes on relaxation, time management, assertiveness training or exercise. Ergonomics and Environmental Design.

2. Improve equipment used at work and physical working conditions. Management development

3. Improve managers’ attitudes towards dealing with work stress, their knowledge and understanding of it and their skills to deal with the issue as effectively as possible.

4. Organisational Development implement better work systems and management systems. Develop a more friendly and supportive culture.

5. An individual worker’s problems and the solutions to those problems should be discussed with the worker, described and agreed.

6. Timing of such discussions may depend on worker’s state of well- being.

7. Possible interventions, both individual (e.g. training, medical treatment, counselling) and organisational (e.g. job re-design, changes in management practices) should be planned, implemented and evaluated. 

8. Careful records should be kept, and progress evaluated. Records should be accurate, deal with facts and points of evidence.

9. Opinions and judgements should not be represented as facts. Proposed actions and the reasons for their selections should be agreed where possible and recorded.

ms-26 mba assignment july dec 2010 Question 1

1. What is Alienation? Briefly describe and discuss different approaches to Alienation.

            The issue of employee alienation can refer to several different issues: alienation from the company as well as alienation from society as a whole. Companies and the way they are structured have an effect on both of these factors, and the corporate culture which permeates an organization can determine whether its employees enjoy a high level of morale, or whether they feel alienated from their surroundings and their employer.
Where employees only communicate with their managers when there is a problem, can create feelings of alienation because the employee's only contact with the manager is when there are negative circumstances involved. - Managers who take the time to let employees know when they are doing a good job, not only build a better personal relationship with the employee, but also build a situation where the employee feels valued by the organization. Again, this managerial approach requires active participation by the company as a whole, beginning with the upper echelons of management.

            Company structure itself (the organizational structure) can also be a factor in whether employees feel that they are part of the organization, or whether they feel alienated. Companies which have hierarchical organizations with many layers of management are likely to have artificial "walls" between workers. Companies which are structured in a more vertical manner, meaning that they have fewer layers of management, are more likely to have employees who feel that they are an important part of the organization and who are not alienated from the company. It is important for companies to develop cultures and organizations which foster employee  participation. There are two major alienation factors.

1. Individual Personal Factors.

Individual personality
Individual values
Individual belief
Individual job satisfaction
Supervisor impact on the individual
Individual personal ethics
Lack of mentoring

2.ORGANIZATIONAL FACTORS.
The relationship between two types of alienation--alienation from work and alienation from expressive relations--and
- two structural properties of organizations--centralization and formalization . Both alienation from work and alienation from expressive relations are found to be more prominent in highly centralized and highly formalized organization

ORGANIZATION FACTORS INFLUENCING INDIVIDUAL ALIENATION.
Hierarchy of Authority  impact on the individual and their reaction.
1 Even small matters have to be referred to some one higher up for a final answer.
2 I have to check with the boss before I do almost anything.
3 A person who wants to make his own decisions would quickly become discouraged .
4 Everyone here has one superior to whom he regularly reports.
5 There can be little action until a MANAGER approves a decision.
6 Staff members always get their orders from higher up.
7 I get approval for decision I make.
8 Only MANAGERS can decide how things are to be done.
9 Employees are expected to follow written orders without questioning them.
10 As if going through the proper channels is more important than doing our jobs right.
11 Whenever we have a problem, we are supposed to go to the same person for an answer.
12 Going through the proper channels is constantly stressed.
THIS ABOVE REMARKS SHOWS
[ lack of involvement,
-lack of empowerment
-lack of responsibility
-lack of accountability
-no role in decision making
-limited options]
1. Even small matters have to be referred to some one higher up for a final answer.
2. I have to check with the boss before I do almost anything.
3. A person who wants to make his own decisions would quickly become discouraged
4. Everyone here has one superior to whom he regularly reports.
5. There can be little action until a MANAGER approves a decision.
6. Staff members always get their orders from higher up.
7. I get approval for decision I make.
8. Only MANAGERS can decide how things are to be done.
9. Employees are expected to follow written orders without questioning them.
10. As if going through the proper channels is more important than doing our jobs right.
11. Whenever we have a problem, we are supposed to go to the same person for an answer.
12. Going through the proper channels is constantly stressed.

13.Division of Labor impact on the individual and their reaction.

  13. We are expected to do all types of work.
  14. Employment involves a variety of tasks and responsibilities from day to day .
15. We do a lot of paper work, which could be done by others.

16. We do not receive adequate training.
17. Assignment of duties is made without regard for the individual's experience or training
18. There is an overlap in the job responsibilities.
19. There is really no systematic procedure for promotion.

THIS ABOVE REMARKS SHOWS
[ lack of effective delegation,
-lack of training
-lack of proper job descriptions
-lack of effective systems/ procedures
-limited options]
WHICH CREATES ALIENATIONS OF INDIVIDUALS.
------------------------------------------------------------------
Rules and Regulations
impact on the individual and their reaction.
20 Smoking is permitted only in certain designated places.
21 People here make their own rules on the job .
22 Staff cannot take leave unless they have permission.
23 Staff members feel as though they are constantly being watched to see that they obey all the
rules.
24 Rules govern the style and type of clothing, which I wear to the workplace.
25 I follow rules stating when I am to arrive and/or depart from the workplace.
26 I obey a lot of rules regarding my personal behavior in and around the workplace.
27 I follow workplace rules, which regulate my attendance.
28 Employees are aware of rules regarding their behavior in and around the school.
29 We are to follow strict operating procedures at all times.
30 Employees follow clearly specified procedures for doing the job here.
-----------------------------------------------------------------------------
THIS ABOVE REMARKS SHOWS
[ -some staff dislike strict rules/ regulations.
-some staff hate strict supervision.
WHICH CREATES ALIENATIONS OF INDIVIDUALS.
------------------------------------------------------------------
Procedural Specifications
impact on the individual and their reaction.
31 Standard procedures are to be followed in almost all situations.
32 The organization stresses following the established procedures.
33 Whatever situation arises, we have procedures to follow in dealing with most matters.
34 The same procedure is used in different situations.
35 There is only one way to do the job- the boss's way.
36 The same procedures are to be followed in most situations.
37 Standardized workplace methods and procedures are used by all staff-members.
THIS ABOVE REMARKS SHOWS
[ some staff dislike strict procedures.
-some staff dislike standardized methods/ procedures. 
WHICH CREATES ALIENATIONS OF INDIVIDUALS.
------------------------------------------------------------------
Formality in Relations
impact on the individual and their reaction.
38 The management here sticks pretty much to themselves.
39 No one here calls his superior by his first name.
40 The relationship in this organization is really very impersonal.
41 People who have been warned, are instructed in roper procedures for talking with
them.
42 The management does not like staff get-togethers if it is not for official matters.
43 My relations with other staff are formal and impersonal.
44 Staff meetings proceed in a formal manner.
THIS ABOVE REMARKS SHOWS
[ lack of informality,
-lack of flexibility 
-lack of understanding of others]
WHICH CREATES ALIENATIONS OF INDIVIDUALS.
------------------------------------------------------------------
Promotions Based on Technical Competence
impact on the individual and their reaction.
45 People are not promoted simply because they have "pull."
46 Promotions are based on merit in this organization.
47 (People here are given raises according to how well they are liked rather than how well they do
their job .
48 There is little chance for promotion unless you are "in" with the boss .
49 In order to get a promotion, you have to "know somebody" .
50 Past experience plays a large part in the assignment to this organization.
51If you do not support management, how well you do your job is not important .
52 The functions are highly departmentalized.
THIS ABOVE REMARKS SHOWS
[ lack of credit to merit,
-lack of transparency
-lack of credit to talent
-lack of recognition ]
WHICH CREATES ALIENATIONS OF INDIVIDUALS.
------------------------------------------------------------------
LACK OF Friendly Climate
impact on the individual and their reaction.
53 A person gets no chance to develop good friends here.
54 A very friendly atmosphere is not evident to everyone who works here.
55 The management never sponsoring employee get-togethers.
THIS ABOVE REMARKS SHOWS
[ lack of friendliness,
-lack of management support
-lack of warmth in the working climate
WHICH CREATES ALIENATIONS OF INDIVIDUALS.
------------------------------------------------------------------
SENSE OF POWER SCALE
impact on the individual and their reaction.
1. I do things at this workplace that I would not do if it were up to me.
2. When things get rough in my workplace l, I just have to take it the way it is .
3. managers are not open to my ideas on workplace matters.
4. I have not been given enough authority to do my job well.
5.There are lots of things I can't do although I know they are right .
6.If only I could do my job more independently .
7. I am not given chance to contribute to important decisions made about the workplace.
8. I have little to say over what will work with me on my job .
9. If I really want, I cannot force the changes in rules.
10.I feel that I do not know what is going on in the upper levels of administration .
THIS ABOVE REMARKS SHOWS
[ lack of involvement,
-lack of empowerment
-lack of responsibility
-lack of accountability
-no role in decision making
-limited options]
WHICH CREATES ALIENATIONS OF INDIVIDUALS.

ms-25 mba assignment july dec 2010 Question 5

5. Why do individuals resist change? Explain with suitable examples. Briefly discuss how resistance to change is managed in an organization you are familiar with. Briefly describe the organization you are referring to.

            It used to be an accepted fact that everyone resists change. We now know that it is not true. There are many reasons why a person resents (negative attitude) and/or resists (active opposition to) a particular change. Likewise, there are many reasons why a person accepts (neutral attitude) and/or welcomes (positive attitude) a particular change.

Why People Resent or Resist Change:

            There are many reasons why employees of  all sizes/ shapes may react negatively to change. Personal Loss. People are afraid they will lose something. They might be right or they might be wrong in their fear. Some of the things they might lose are as follows:

Security:

            They might lose their jobs through a reduction in force or elimination of their jobs. Automation and a decline in sales often bring about this feeling.

Money:

            They might lose money through a reduction in salary, pay, benefits, or overtime. Or, expenses such as travel may be increased because of a move to another location that is farther from their home.

Pride and satisfaction:

            They might end up with jobs that no longer require their abilities and skills.  

Friends and important contact:

            They might be moved to another location where they will no longer have contact with friends and important people. This loss of visibility and daily contacts is very serious for people who are ambitious as well as those with a strong need for love and acceptance.

Freedom:

            They might be put on a job under a boss who no longer gives them freedom to do it their way. "Closer supervision that provides less opportunity for decision making is a dramatic loss to some people.

Responsibility:

            Their jobs might be reduced to menial tasks without responsibility. This may occur when a new boss takes over or through changes in methods or equipment.

Authority:

            They might lose their position of power and authority over people. This frequently happens when re‑organization takes place or when a new boss decides to usurp some of the authority that an individual had.

Good working conditions:

            They might be moved from a large private office to a small one or to a desk in a work area with only a partition between people.

Status:

            Their job title, responsibility, or authority might be reduced from an important one to a lesser one with loss of status and recognition from others. This also happens when another layer of management is inserted between a subordinate and manager.

No Need:

            The typical reaction is, "What's the matter with the way things are now?" Or, "I don't see any reason why we should change. "More Harm Than Good. This is even stronger than the previously mentioned "No Need". People really feel it is a mistake ‑ that it will cause more problems that it is worth. Sometimes this reaction is justified. It is particularly common when people at the "bottom" of an organization feel that top management makes changes without knowing what is going on "down on the line."

Lack of Respect:

            When people have a lack of respect and/or negative attitude toward the person responsible for making the change, there is a strong tendency to resent and even resist it. Their feelings do not allow them to look at the change objectively.

Objectionable Manner:

            Sometimes change is ordered in such a way that the people resent and/or resist because they do not like being told what to do.

Negative Attitude:     

            People with a negative attitude toward the organization, the job and/or the boss are very apt to resent or resist change no matter what it is.

No Input:

            One of the most significant reasons is the fact that the people who felt they should have been asked were not asked for their ideas concerning the change.

Personal Criticism:

            Whether or not the change is actually criticizing the things that were previously done or the way in which they were done, people may look upon the change as a personal criticism.

Creates Burdens:

            Some changes add more work and with it confusion, mistakes and other negative results.

Requires Effort:

            The change will obviously require more effort. Much of the effort accomplishes very little, if anything. Whenever changes require more time and effort, people are apt to resent and even resist them, particularly if no rewards accompany the extra effort.

Bad Timing:

            The timing of a change is very important to its acceptance. If it comes at a time when people are already having problems, the change is usually resented and probably resisted by those who are supposed to implement it.

Challenge to Authority:

            Some people are testing their power and influence by simply refusing to do it.

Secondhand Information:

            Some people are very sensitive about the way they learned of the change. If they found out about if from a secondhand source, they might resist it until they hear it "from the horses mouth.

"What is the Real Reason for Resentment or Resistance?

            Managers often have difficulty in determining the real reason why subordinates resent and/or resist a change. They may feel that the subordinates are just being stubborn or that they are afraid they will lose something. The real reason may be entirely different.

WHY PEOPLE ACCEPTOR WELCOME CHANGE?

            While some people resent and/or resist change, others accept and welcome it. The degree to which these opposites occur depends on many factors. Some of the reasons for positive reaction to change are described in this section.

Personal Gain:

            When changes are made, some people may gain such things as the following:

Security:
            They feel more secure in their job because of the change. Perhaps more of their skills will be used.                             

Money:
            They may get a salary increase, more benefits, an incentive or profit‑sharing programme, or more overtime.                                

Authority:
            They may be promoted to a position of greater authority, or they may get a new boss who gives them more authority than they had under the previous boss.

Status and Prestige:

            They may get a new title, a new office, or a new responsibility, their boss may have assigned more responsibility, or they may have a new boss who assigns more responsibility than the previous one did.                

Better working conditions:

            They may get a new working schedule, new equipment, or other conditions that make the job easier or more enjoyable.               

Self‑satisfaction:

            They may get new satisfaction or feeling of achievement because of the change. Perhaps the new job gives them more of a change to use their abilities, or the boss may eliminate some of the obstacles that had prevented them from doing their best.

Better personal contacts:

            They might be located in a place where they will have closer contact with influential people. Their visibility is very important to some people

Less time and effort:

            The change may make their job easier and require less time and effort.

Provides a New Challenge:

            While some people look at a change negatively because it requires effort and perhaps risk, others will be eager for it because it provides a new challenge.

Likes/ Respects the Source:

            If people have a positive attitude toward the person or the department they represent, they will probably accept and even welcome the change.

Likes Manner:

            People who are asked to do things instead of told to do them may react very positively. Someone described the most important words in the English language as follows:

Five most important words: "I am proud of you”

Four most important words: "What is your opinion?"

Three most important words:"If you please."

Two most important words: "Thankyou."

One most important word:"You (or possibly We)."

The tone may have much to do with resentment or acceptance.

Reduces Boredom:

            Changes that are designed to reduce boredom will be welcomed by some.

Provides Input:

            One of the most powerful approaches to get acceptance is to ask for input before the final decision is made.                

Desires Change:

            Some people will react to change by thinking or saying, "It's about time." In other words, they have been anxious for the change to occur. 

Improves Future:

            Some changes will open up new avenues for future success in the organization. People will be provided with opportunities to show what they can do. Future possibilities include promotion, more money, more visibility, more recognition and more self­satisfaction.

Right Time:

            Some changes come at just the right time. If more money is needed to pay current bills or to buy a luxury item like a video recorder or a boat or to take a vacation, the change will be welcomed.

1. Explain the reason for change with facts. If there are risks, acknowledge them but explain why it is worth taking the risks.

2. Objectively explain the benefits that could result from the change.

3. Get ready and sell the benefits at all times.                                         

4. Anticipate objections.               

5. Listen in depth.                      

6. Seek questions and clarifications / answer them.

7. Invite participation and ask for suggestions.

8. Avoid surprise because this stirs up unreasoning opposition.

9. Acknowledge the rough spots and show you plan to manage them.

10.Establish a timetable.

11. Set standards and explain your expectations.

12. Contact the informal leaders and use their resources.

13. Acknowledge the staff cooperation / support.

14. Provide feedback on the progress.

15.Reinforce the positive.

16. Keep the two way communication open.

            Supervisors and managers who have enthusiasm for progress and change build a healthy climate. Creating the right climate is more than just passing on changes. It involves:
     a. Encouraging employees to seek ways of improving their jobs.

     b. Seeking suggestions and ideas from employees.

            This requires the manager/supervisor to listen and seriously consider suggestions. It is easy to see that there is a great deal of ego involvement in coming forth with an idea for improvement. Change can become an exciting and dynamic way of life. The manager/supervisor determines the climate in which they initiate change.

            Much of the difficulty in getting co‑operation stems from the employees lack of understanding of how the change will affect them. With a little effort, managers/supervisors can find most of the answers to employees' questions before they are even asked. Answers to these questions would be useful.

            What is the reason for the change? Whom will it benefit and how? Will it inconvenience anyone, if so, for how long? Will training or re‑training be necessary? When does it go into effect? Armed with the answers to these questions a manager/supervisor can head off many objections and can develop a plan to present the change.

IDENTIFY THE SOURCES OF HELP

            Why should you, the managers and supervisors, shoulder the burden alone? Staff can frequently be a great help in preparing to sell a change by explaining technical aspects and demonstrating new techniques.

            One of the most overlooked sources of help in introducing changes is the informal leaders in the work group. With their help the job becomes easier. Giving recognition to informal leaders puts them in a co‑operative frame of mind.

            Since union stewards are often informal leaders, their co‑operation ought to be solicited. The backing of union stewards makes the job easier.     

ANTICIPATE OBJECTIONS:

            Change that upsets routines, requires new knowledge or skills, or inconveniences people are bound to meet with some objections or resistance. Looking at a change from the employees point of view will usually be enough to help determine what their objections are likely to be. Knowing the objections, we can, with a little creative thought, turn these objections into advantages. Showing the staff with reason or logic will not do the job. Managers/supervisors have to convince people that the change is really best for them and that will not happen until their objections are dealt with seriously.
SELL BENEFITS:

            Everyone is concerned with, "What's in it for me?" "Will the change mean more satisfying work, greater security, opportunity to show what I can do, more responsibility, more pay, less fatigue, less confusion, and greater independence. "The benefits used to motivate people to co‑operate should be put on as personal a level as possible. It would be dishonest, however, not to recognise any disadvantages that a change may bring. These can usually be countered with long range benefits. One of the techniques that is helpful in identifying the characteristics and values of the proposed changed condition is a "Word Picture". The picture makes the new condition desirable in the minds of the staff.
A) One of the ways this concept of "word picture" is used is the physical change in office layout or new equipment or any other physical changes.

B) To picture or model a change in policy, organization or operation is more difficult than the physical change. The principle is the same. The picture can help in communicating the desirability of the change and in fine tuning the change because it makes it possible to discuss how things will operate. It may take the form of a flow chart, an organization chart or a description of relationships.To use this approach for deciding whether to initiate a change, you can take the following steps:
         a. Describe as clearly as possible the present situation.

         b. Describe as clearly as possible the desired situation.

            Analyse what specific changes will have to take place in the key factors involved to produce the desired situation. Look at such key factors as bosses, employees, equipment, physical environment, policies and procedures, work methods, materials and time. Identify the relevant factors.                                     

            Assess the strengths of the forces promoting the desired situation and of those resisting it. Determine what action to take..

Choices are:

A) Do nothing, the resistant forces are stronger than the forces promoting change.

B) Act to strengthen the promoting forces and/or to weaken resistance, by concentrating one's efforts on the key factors.                    

LISTEN IN DEPTH:

            Employees have a right to be heard. If employees are treated with respect, they probably will respond in kind. They will feel better too, if they know their concerns have been considered.                                                                         

FOLLOW‑UP
            After having conscientiously sold the benefits of a change, it is tremendously important that the managers/supervisors see that their promises have materialized. A sincere interest in how the change has affected the employee and a willingness to make adjustments, help build the climate in which future changes will be initiated.

Example :

Change is resisted everywhere let it be nay organization, let us take an example of  Satyam Computers, initially when the Mahindra Tech Took over the company the existing employees of Satyam where in very fear for their future related to their employment. Though there were complete changes at the top most level but the new management did not made much changes in the organization. Slowly the policies of new management were implemented after taking the employees in confidence and explaining the benefits and future prospects of new policies and also after implementation the feedback from the employees about the new changes made is a regular process. Now at present we could all see the smooth functioning of Mahindra Satyam Computers.