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... g, S 3 -participating and S 4 - delegating. The situation of the two companies is poles apart, the task of the new management is to bring Aussieco up to Intech's level. In order to obtain it, managers should follow step by step all the four styles of leadership. Emphasise high amount of guidance but limited supportive relationship behaviour in a first place (S 1). Subsequently they should give high amounts of both directive and relationship behaviours (S 2).
Consequently managers should emphasise communication and support, but give low amount of guidance as followers are now expected to be able even if still unwilling (S 3). Finally, managers will expect to work with high follower readiness. It means they should emphasise little direction (S 4). At this stage the two workforces will be integrate and homogeneous. This development should take place by adjusting leadership behaviour through the four styles of telling, selling, participating and delegating. Resistance to change and management behaviour Despite the potential positive outcomes, changes are often resisted at organisational level.
Resistance to change appears to be a common phenomenon, it can take many forms and it may be difficult to identify the exact reason for the opposition. Some common reasons for individual resistance to change within the organisations can be categorised under the following headings. Employees at Aussieco are not qualified, unskilled and with limited English. They may be uncertain of their abilities to learn new skills, their aptitude with new systems, or their ability to take on new roles. They could see the new management as a treat for their position. Key personnel (such as programmers, engineers and technicians) although possessing talent at their particular job are mainly of migrant origin, or people lacking formal qualification.
They could resist the new management as worried either of loosing the job or earning less money as not properly qualified. &# 61623; Economic implications. People tend to resist changes that are perceived as reducing their pay or their rewards or seen as an increase in work for the same level of pay. Aussieco's staff is not willing to voluntary work unpaid overtime, their attitude are very different from Intech. They have been working so far only because of the money not for the companys improvement. Those problems may be solved using the following techniques. &# 61623; Maintaining stability. Managers should maintain stability and predictability.
It is very important in order to keep a formal organisation structure, rules establishment and definition of assigned responsibilities and duties. All the changes should happen gradually and the staff should constantly be informed. &# 61623; Consultation and participation. Managers should attempt to solicit the co-operation of staff and help them to feel that decisions that are taken are in their own interest. General and one to one meetings should be held to know peoples opinions, expectations and complains. Aussieco's staff lacks of motivation that led to frustrated behaviour resulting in lack of commitment and poor job performance. Motivation is an important aspect and could be improved by giving people interesting tasks, make them feel like their job is essential for the company and reward them with bonuses and salary revision.
Within the organisation, leadership influence will be dependent upon the type of power that the leader can exercise over the followers. Managers behaviour and working methods will have to change dramatically. French and Raven have identified five main sources of power upon which the influence of the leader is based. Power used at Intech is based on the subordinates perception that the leader has the ability and resources to obtain rewards for those who comply with directives; for example pay, promotion, increased in responsibility. At Aussieco the power used was coercive, therefore based on fear and the subordinates perception that the leader has the ability to punish those who do not comply with directives. The three new managers will have to move from a reward power, unsuitable for Aussieco, to a different one.
Between the five proposed by French and Raven the legitimate power is the one the new management should adopt in a first place. It is based on the subordinates perception that the leader has the right to exercise influence because of the leaders role or position in the organisation. Furthermore, the same leader may exercise different types of power, in particular circumstances and at different times. The power used with a member of staff may not be effective with another one, therefore flexibility and adaptability is very important. There are other ways of looking at roles of managers.
Mintzberg believes that managers have a decisional role, they should spend time building outside relationships in order to gather information informally so that he can do his job properly (interpersonal role). They have an informational role; they have to pass information out to subordinates to allow them to do their work. Henry Mintzberg demonstrates that effective management depends not only on a managers embodiment of these necessary qualities but also on his or her insight into their own work. Performance depends on how well he understands and responds to the pressures and dilemmas of the job.
It is often the case that job pressures can drive a manager to be superficial in his actions - to overload himself with work, encourage interruption, respond quickly to every stimulus, avoid the abstract, make decisions in small increments and do everything abruptly. The effective manager surmounts the pressures of superficiality by stepping back in order to see a broad picture and making use of analytical input. Change in culture at Aussieco and consequent problems One of the most important factors in the successful implementation of organisational change is the style of managerial behaviour. With Aussieco staff, the introduction of changes is more likely to be effective with an involving style of managerial behaviour. If staff is kept fully informed of proposals, is encouraged to adopt a positive attitude and have personal involvement in the implementation of the change, there is a greater likelihood of their acceptance to change. By using an involving style, a significant advantage is that once the change is accepted it tends to be long lasting.
Since everyone has been drawn in the development of the change, each person tends to be more highly committed to its implementation. The disadvantage of participative change is that it tends to be slow as Aussieco's staff has never been motivated and involved in any project before. Changes may also bring problems, ideas and innovations could be perceived as threats. Although managers will try to maintain a balance within the organisation, peoples attitudes and behaviour may change damaging the level of the organisational performance and effectiveness.
Contrast and rivalry could rise between Aussieco and Intech employees due to the unequal nature of the two parts. Therefore, define a clear management strategy for behaviour change in this organisation is essential. Managers have to develop a clear vision of what they want to achieve by identifying significant steps in the change process. Firs of all they have to communicate their plan to all concerned and inspire confidence in order to prevent problems and encourage communication. Help people to accept change is the second step. It can be achieved by planning changes carefully, consult and inform frequently, be firm but flexible and monitor the change.
Once the above steps have been accomplished managers should test them by answering to the following questions. Have the desire results been achieved? Are the two parts of the organisation homogeneously melt together? If the answers are positive the management strategy adopted has been successful, otherwise they should try to find out what might have been done differently and how can those not responding well to the change can be helped. Bibliography: Bibliography Mullins J. (1996) Management and Organisational Behaviour, Pitman Publishing Morgan G. (1997) Images of Organisation, SEGA Publications Hollins head G. , Nicholls P. , Table S. (1999) Employee Relations, Pitman Publishing Robbins S. (1998) Organisational Behaviour, Prentice-Hall May C. , Salmon G. , Storey J. (1998) Human Resources Management, Blackwell Casino W. (1998) Managing Human Resources, McGraw Hill Robinson D. (1993) Understanding Employee Relations, Addison- Wesley
Free research essays on topics related to: human resources, first place, employee relations, resistance to change, management strategy
Research essay sample on Resistance To Change Employee Relations
