scholarly journals CHANGE OR DIE? ; BAGAIMANA MENGELOLA PERUBAHAN DALAM ORGANISASI TETAP SURVIVE MENGHADAPI TANTANGAN GLOBAL

2020 ◽  
Vol 6 (1) ◽  
pp. 75-88
Author(s):  
Taufik ◽  
Kandung Sapto Nugroho
Keyword(s):  
Resistance To Change ◽  
Job Security ◽  
Fear Of Failure ◽  
Economic Factors ◽  
Organizational Changes ◽  
Work Situation ◽  
Method Evaluation ◽  
Managing Change ◽  
Limiting Condition ◽  
Problem Selection

The development of a dynamic, unpredictable organizational environment is required for organizations to manage changes to survive. This research aims to explore the approach of managing change in the organization and the factors of resistance to change. This study uses this type of literature research, by tracing articles, books, and documents relevant to this study. The results found there are six steps in making organizational changes, namely: Forces for change, Diagnosis of the problem, Selection appropriate methode, impediment and limiting condition, Implementation of method, evaluation programe. While factors cause resistance to change, include: habits, fear of unwanted things, economic factors, lack of confidence in the work situation, fear of failure, loss of status or job security, no benefit gained from change.  The success of changes in the organization is heavily influenced by leadership factors. Therefore, strong, visionary, and transformational leadership is needed to achieve the goals of change in the organization.

Tutoring Integrated Learning With Video-Based Training to Enhance the Support of the Learners in WIL

2018 ◽  
Vol 16 (4) ◽  
pp. 93-111 ◽  
Author(s):  
Walter Nuninger ◽  
Jean-Marie Châtelet
Keyword(s):  
Resistance To Change ◽  
Integrated Learning ◽  
Work Situation ◽  
Pedagogical Approach ◽  
Specific Knowledge ◽  
Social Challenges ◽  
E Learning ◽  
Learn By Doing ◽  
Educational Videos ◽  
Active Pedagogy

This article describes how higher education providers are adapting their training offers to comply with social challenges and quality issues. The tremendous evolution of ICTEs provides new pedagogical opportunities, making not only possible but simpler multimedia-based e-learning and distance learning with educational videos. Our learners in WIL evolve as engineers thanks to a Formative Work Situation in the company. Active pedagogy reinforces the ownership of knowledge, which is then put into practice at work to improve skills, but the key lever to overcome resistance to change is the support by a duo of tutors in the winning-trio. Thus, this proposal for Tutoring Integrated Learning (TIL) promotes the Continuous Education of the learner-tutors. Applying the same pedagogical approach (“learn by doing”), TIL is based on a Formative Tutoring Work Situation supported by distance self-training with videos for specific knowledge, then guidance by expert-tutors and debriefings in the team to improve their skills. Results are the tutors' proficiency and a shared tutoring culture.

What Aspects of Organizational Redesign Enhance Job Quality?

1995 ◽  
Vol 39 (12) ◽  
pp. 849-853
Author(s):  
Åsa Gabrielsson
Keyword(s):  
Performance Feedback ◽  
Change Process ◽  
Work Motivation ◽  
Resistance To Change ◽  
Personal Responsibility ◽  
Industrial Workers ◽  
Work Situation ◽  
Organizational Redesign ◽  
And Performance ◽  
And Control

Organizational redesign was studied at an industrial company. The outcome was documented during a two-years period by means of interviews, questionnaires and documentation material. The aim of the study was to describe and analyze what aspects of work industrial workers found important while in the midst of the organizational redesign. Workers considered personal responsibility, variation in tasks, and control over their work situation the most important factors. Much more information and performance feedback from management was desired. They also wanted more possibilities to influence decisions regarding their work and greater freedom to plan their work activities. Workers had conforming needs with respect to their desired work situation, even though they rated their existing work situation differently. The involvement in the change process seemed to positively influence their development and commitment to work. The findings emphasize a shift from individual focus on “resistance to change”, to a holistic focus on “preparation to change”. An integrated view on structural, relational, and individual factors entails a better understanding of the change process as a phenomena, and might give a key to a better understanding of work motivation and satisfaction.

scholarly journals MANAGING BANKING INDUSTRY CHANGES UNDER THE COVID 19 PANDEMIA

2021 ◽  
Vol 14 (27) ◽  
Author(s):  
Milan Radović ◽  
Vera Zelenović ◽  
Jelena Vitomir
Keyword(s):  
Resistance To Change ◽  
Influential Factors ◽  
Change Resistance ◽  
Managing Change ◽  
Entrepreneurial Spirit ◽  
Global Pandemic ◽  
New Business ◽  
The Will ◽  
The Subject ◽  
The Right

The success of a change is valorized by a new state, and whether it will occur depends on several influential factors: environment, management, knowledge, the will to change, resistance to change, entrepreneurial spirit, motivation, risk. Managing change and making the right decisions is much easier when the path ahead of the manager is known. In contingencies, such as the global pandemic, Covid 19, banks' readiness to respond to challenges and manage change that threatens to overcome them is evident, which is the subject of this research. The aim of the research is to show the importance of banks in the course of starting to reorganize themselves and manage changes in a way that will enable them to survive in the market. For those banks that were not ready for changes, new business opportunities and customer satisfaction were lost, and employees were inefficient.

scholarly journals The Impact of Psychological Capital and Psychological Empowerment on Employee's Affective Commitment to Change

2018 ◽  
Vol 6 (1) ◽  
pp. 09-14
Author(s):  
Muthmainah Mufidah ◽  
Wustari L. Mangundjaya
Keyword(s):  
Financial Institutions ◽  
Affective Commitment ◽  
Psychological Capital ◽  
Psychological Empowerment ◽  
External Environment ◽  
Jel Classification ◽  
Organizational Changes ◽  
Commitment To Change ◽  
Managing Change ◽  
The Impact

Objective - Organizations nowadays have to change and adjust themselves with the changing external environment in order to survive in the globalization era. This change requires a high affective commitment to change from its employees. The purpose of this study is to examine the impact of psychological capital and psychological empowerment on employee's affective commitment to change. Methodology/Technique - Respondents were 242 employees of Indonesian financial institutions which have undergone organizational changes. Data collection tools were Commitment to Change Inventory, Psychological Empowerment, and Psychological Capital, and was analysed using regression analysis. Findings - Findings indicated that a positive and significant impact of psychological capital and psychological empowerment on affective commitment to change. This study also found that psychological capital has a more significant influence on affective commitment to change than psychological empowerment. Research limitations/implications - The implications of the study can be used for managing change better, such as developing confidence in people by developing both psychological empowerment and psychological capital. Originality/value - Results are essential for managing change better, such as developing confidence in people by promoting both psychological empowerment and psychological capital. Type of Paper - Empirical Keywords: Affective Commitment to Change; Psychological Capital; Psychological Empowerment; Organizational Change; Financial Institutions. JEL Classification: G23.

Change and Change Management in Organizations

2019 ◽  
pp. 383-404
Author(s):  
Gökhan Kerse
Keyword(s):  
Environmental Factors ◽  
Change Management ◽  
Conceptual Framework ◽  
Resistance To Change ◽  
Managing Change ◽  
Direction Change ◽  
Change Culture ◽  
Types Of Change

The aim of this chapter is to make it easier to understand the concept of change and offer some suggestions on how the change should be managed. In this direction, change, change management, and its importance have been dealt with, and a conceptual framework has been established through examples. Then, the types of change are discussed by explaining what environmental factors bring about the change. The process of managing change is reviewed; the resistance to change and the sources that reveal this resistance are examined, as well as how to overcome the resistance. Finally, the role of the leader in change management and creating change culture has been discussed.

How and When job Security Reduces Resistance to Change in the Context of Organizational Change

2021 ◽  
pp. 002188632110406
Author(s):  
Cailing Feng ◽  
Brian Cooper ◽  
Cherrie Jiuhua Zhu
Keyword(s):  
Organizational Change ◽  
Change Process ◽  
Affective Commitment ◽  
Resistance To Change ◽  
Eastern China ◽  
Job Security ◽  
Conservation Of Resources ◽  
Process Data ◽  
Commitment To Change ◽  
The Relationship

Drawing on conservation of resources theory, this study highlights why and when job security may decrease resistance to change during the organizational change process. Data were collected from 23 subsidiaries in a large manufacturing group enterprise based in a coastal city in eastern China. A three-wave design was used to mirror the different stages in the change process, valid data were received from 469 employees and 86 supervisors. Results showed that job security was negatively related to resistance to change, and this effect was mediated through affective commitment to change. We also found that procedural justice plays a moderating role in the relationship between job security and affective commitment to change and that environmental uncertainty also moderates the relationship between affective commitment to change and resistance to change. This study is quite timely and would have the potential to benefit the practice of change management in organizations.

The Changing Nature of Change Resistance

2016 ◽  
Vol 52 (4) ◽  
pp. 482-506 ◽  
Author(s):  
Stephen L. Jones ◽  
Andrew H. Van de Ven
Keyword(s):  
Resistance To Change ◽  
Change Agents ◽  
Change Resistance ◽  
Organizational Changes ◽  
Supportive Leadership ◽  
Health Care Clinics ◽  
Employee Resistance ◽  
Extended Duration ◽  
Negative Relationships ◽  
Over Time

This research examines whether relationships between change resistance and its consequences and antecedents strengthen or weaken over time during an extended duration of organizational change. In 40 health care clinics undergoing a 3-year period of significant organizational changes, we found that resistance to change had increasingly negative relationships over time with two important consequences: employees’ commitment to the organization and perceptions of organizational effectiveness. That these relationships became stronger (rather than weaker) over time suggests festering effects of resistance to change. We also found that over time supportive leadership was increasingly impactful in reducing change resistance. A major implication of this research for practice is that it is important for change agents to address employee resistance because, left unchecked, it can fester and increasingly inflict harm. Also, engaging in supportive leader behaviors can be particularly useful in ameliorating resistance to change at later stages of a change initiative.

scholarly journals Educational Management vis-à-vis Educational Leadership

2020 ◽  
pp. 201-234
Author(s):  
Sana Al Haddad ◽  
Keyword(s):  
Organizational Change ◽  
Educational Leadership ◽  
Educational Change ◽  
Resistance To Change ◽  
Theoretical Framework ◽  
Educational Management ◽  
Leadership And Management ◽  
Managing Change ◽  
School Senior

This chapter offers the general concepts, definitions, characteristics, brief history and theoretical framework of educational management in comparison to educational leadership. It deliberates the diverse modern educational leadership and management models, and how they might be applied within different educational situations. It is also an introduction to the concept of educational change, organizational change and the role of educational leadership in change. In addition, it will highlight the most important strategies in managing change, the challenges it faces and ways to overcome resistance to change. This chapter will be for researchers and leaders in the field of education, whether they are school principals, experts or school senior teachers and all those interested in leadership matters from practitioners of both students and administrators.

Change and Change Management in Organizations

2021 ◽  
pp. 1-22
Author(s):  
Gökhan Kerse
Keyword(s):  
Environmental Factors ◽  
Change Management ◽  
Conceptual Framework ◽  
Resistance To Change ◽  
Managing Change ◽  
Direction Change ◽  
Change Culture ◽  
Types Of Change

The aim of this chapter is to make it easier to understand the concept of change and offer some suggestions on how the change should be managed. In this direction, change, change management, and its importance have been dealt with, and a conceptual framework has been established through examples. Then, the types of change are discussed by explaining what environmental factors bring about the change. The process of managing change is reviewed; the resistance to change and the sources that reveal this resistance are examined, as well as how to overcome the resistance. Finally, the role of the leader in change management and creating change culture has been discussed.

The Psychosocial Dynamics of Change at Leros PIKPA Asylum

1995 ◽  
Vol 167 (S28) ◽  
pp. 46-55 ◽  
Author(s):  
J. Tsiantis ◽  
P. Kordoutis ◽  
G. Kolaitis ◽  
A. Perakis ◽  
H. Assimopoulos
Keyword(s):  
Local Community ◽  
Resistance To Change ◽  
Medical Professionals ◽  
Economic Factors ◽  
Team Members ◽  
State And Local ◽  
Intervention Team ◽  
Psychosocial Processes ◽  
Pilot Intervention ◽  
Socio Economic Factors

The pilot intervention project at Leros PIKPA asylum was resisted at all levels of its implementation. Resistance ranged from implicit and passive to explicit and hostile. It took the form of strong rejective attitudes, defensiveness, and repressed emotions of guilt, shame and fear. It was apparent in efforts to delay, obstruct or reverse the progress of the project and undermine the work of intervention team members. It was evident in the interactions of the intervention team with all parties involved in implementing the project: medical professionals and welfare services, the state and local administrations, the central and local administrations of PIKPA staff, the local community, and the asylum residents' families and relatives. It is argued that this resistance to change is due to the interplay of cultural/attitudinal, psychodynamic and socio-economic factors that are not unique to Leros or Greece. The analysis of the psychosocial processes involved in resistance to changing the Leros PIKPA asylum may offer insights to the deinstitutionalisation of custodial settings in general.

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