Reference no: EM132881123

BUS203 Organizational Behavior

Topic: A conflict that took place at work or within your team

- Cover page: Your names and IDs
- Introduction: State the name of the student who encountered the incident and then what you want to report. Describe the incident.
-Report how each of the following helped to understand, predict, or influence the organizational behavior:
• The reason(s) behind this conflict
• Individual personalities
• Individual motives
• The organizational politics, team dynamics and influence tactics used
• The stress associated with the conflict
• The organizational culture profile where the conflict took place
• How the conflict was managed
• The results of this conflict and the changes occurring.

- Conclusion: What are the learned lessons out of this incident
- References
Introduction

The Changes in Management were the source of the disagreement.Employees of the company and the manager are the conflicting parties.The conflict took place in the area of management change. Employees were refusing the new changes for of apparent reasons. The following are some of the reasons why people resist change in the workplace:

1. Job loss: Employees' resistance to change is largely due to this factor. Any method, technical innovation, processes, or product change in an organizational setting would involve streamlining, working smarter, cost savings, productivity, and faster turnaround times. All of this means that employees and managers can fight reforms that result in the elimination or reduction of their employment. Your improvement, in their opinion, is harmful to their role within the company! A portion of employees' reactions during periods of transition are determined by their work satisfaction. Employees who are satisfied with their jobs are better able to weather times of transition. They have a more optimistic attitude about their jobs and see progress as a requirement for the company. Employees who are dissatisfied, on the other side, see reform as yet another irritation in a long list of grievances.Whatever the move, frustrated workers are likely to see it as having a negative effect on both the company and them-selves.

2. Poor Communication approach: Another important explanation why workers resist change is because of this. The manner in which any organizational change is conveyed to workers is a key factor in deciding their reactions. Expect opposition if you can't articulate what, why, how, where, who, and what success will look like or how success will be evaluated.Why apply for a buy in the first place if workers don't appreciate the need for change? Especially from those who are insisting that the current method of doing things works...and has for the past twenty-five years! Staff are much more likely to buy into a change if upper management prepares and interacts with all employees early and effectively, explaining the reasons for the change.Changes that are introduced with little or no contact, on the other hand, are often met with resistance since workers may believe the change is being forced down their throats. There is no such thing as too much contact when it comes to change management.If there is no information to share during a transition, reminding workers that the change is still underway is considered a communication, regardless of your position within the company, this is the time to maintain an open-door policy.

3. Fear of the future: Another significant explanation why workers resist change is shock and fear of the future. Employees' reactions to organizational change can vary from discomfort to joyful support. Some workers may feel pressured to stick to the past during times of transition because it provides them a more stable and predictable environment.If what they did previously worked well for them, they will be unable to change their behavior for fear of not achieving as much in the future. The less the company understands its transition and how it will affect them, the more afraid employee will be.

4. Control loss or loss of power: Employees gain a sense of control over their work environment because they are familiar with their routines. Employees can feel helpless and confused when they are asked to alter how they work. When people believe they have some influence over the situation, they are more likely to recognize and adopt improvements.Keeping lines of communication open and seeking employee feedback, support, and assistance shows them that their efforts are valued. Involve them, solicit their input, and enable them to volunteer for participatory roles in the shift, and they will feel more in charge during times of transition.

5. Competency deficiency: Workers have a hard time admitting publicly that they are afraid of not being competent. However, often organizational change necessitates ability changes, and some people will fear that they will not be able to make the transition smoothly. As a result, the only way for them to stay alive is to fight the transition.Some staff are simply afraid to try new routines and therefore refuse to learn new skills.Employees who are convinced that the transition will fail or who are unable to learn new skills will prevent the organization's ability to progress and adapt to change. To be honest, they stifle their own personal development and growth.

6. Wrong timing: Change should be implemented when there are no other big changes happening. It's not only what a leader does that causes resistance to change; it's always why, howand when the leader does it! Changes made in an inappropriate manner or at an inconvenient time can trigger unnecessaryresistance.From the start for any major organizational change should be initiative to be successful, administrative leadership must come out of their offices and plan a systematic change strategy to overcome obstacles. If they can't handle it themselves, they should delegate or employ a change management consultant to help them develop an effective change management plan.

7. Poor Compensation system: Employees of organizations may resist change if they do not see any benefits in terms of compensation. There is no reason to accept the move in the long run without a reward. This sometimes forces a shift in organizational motivation programs to assist the change that the management desires to apply. It is not necessary for the reward to be large or expensive all of the time.

8. Company politics: Every company has its own set of internal politics. As a result, certain workers oppose change in order to "show or prove" that the change decision is incorrect. They may also be unwilling to admit that the person in charge of the shift is unfit for the job. These workers are adamant about the reorganization plan failing.

9. Support network loss: Employees, working with supervisors they appreciate, and following predictable patterns know that their support system will be there for them during difficult times. Changes in organizational structures can cause them to lose faith in their support network and move them out of their comfort zones.

10. Previous Experience: Our attitudes toward change are influenced by things happened in the past. For example, if you have a history of mishandling change in your organization, your workers will have good cause to revolt. Over, how employees' families responded to change in their early years can influence how they experience change in their adult lives. It's much easier for employees who were raised in different places and environment to adapt to the change, than those who were raised in one community all their lives. Similarly, people who used to socialize with people who have similarbeliefs and ethics can find it difficult to blend with today's workforce variations. Employees who perceived a change as an obstacle to be overcome would accept the change positively, rather than, someone who view change as unwelcome incident.

11. Peer Pressure and Compassion: humans are social beings whether they are introvert or extrovert. To protect the interests of thepublic, team members, and colleagues, organizational investors may resist change.Employees are prone to resisting change in order to shield their coworkers. This may simply be due to their sympathies with their mates as a result of the transition that has been forced upon them. To protect their work groups or mates, managers will also resist reform. Both of these behaviors have the potential to interrupt any change's progress.

12. Lack of confidence: In an atmosphere of doubt, effective organizational change is impossible. The concept of trust entails having confidence in the motives and actions of others. There is less resistance to change in organizations where there is a high level of confidence and each individual employee is treated with respect and dignity.

Organizational Change: How Managers and Employees Handled the change

THE FOLLOWING WAS DONE BY MANAGEMENT:

1. There is often a lag between the time the change is addressed at the management level and the time the change is introduced as managers are implementing. Managers enjoy playing the role of the ostrich, believing that they are the only ones who are aware of upcoming changes. The earlier workers are involved in the process, the easier it will be to enforce the change.

2. Conduct an emotional interview with staff. Managers and supervisors must be aware of how their workers are reacting to the transition. You can only decide what problems need to be resolved if you correctly understand their feelings. Shift implementation necessitates the ability to advertise and sell. It's difficult to sell effectively if you don't know what your customer wants, concerns, and fears.
3. Focus on delegating effectively. Managers and supervisors often feel compelled to use self-protective measures, especially during times of organizational change. They begin by attempting to regulate all activities. In the early stages of the change process, you can focus on successful delegation. Delegation is especially beneficial for two reasons. It helps you manage and maintain your workload in two ways: first, it gives your staff a sense of involvement, and second, it helps you manage and maintain your workload. Employees who are involved are more likely to share responsibility for improvement.
4. Raise the bar for yourself. You should be asking more of your staff now than ever before. During the change process, it is predicted that further work will be needed. Although it might be more realistic to demand less in terms of results, you can lift your own and others' standards. Employees are more likely to change their work habits during times of change. So, seize the opportunity and encourage them to work harder and smarter. Make performance improvements a requirement and make the process difficult but keep the expectations reasonable to avoid dissatisfaction and disappointment.
5. Employees should be asked to commit. Once the change has been revealed, it is critical that you personally solicit each employee's dedication to see the change through. It's also crucial to reassure the employee that if there are any issues, you want to know about them. If a disgruntled employee doesn't tell you, they'll tell their coworkers why the change isn't working.
6. Make more contact channels accessible. In certain cases, the transition phase necessitates the expansion of the company's normal communication networks. Your workers will be hungrier than ever for facts and answers at this moment. You can improve contact by beefing it up. First, give staff a chance to provide feedback. Begin by making yourself more accessible and asking more questions. Obtain feedback from staff.

7. Adaptive responses to the changes Maintain your visibility and demonstrate that you are a boss who can be reached. More importantly, pay attention to what others are doing. Second, ensure that workers are kept up to date on a regular basis. To your staff, simply informing them that you have no new information is valuable information. Make an effort to be specific and clear up any rumors or disinformation that might be clogging up communication networks Remember; it is almost impossible to over-communicate.

8. Be firm, dedicated, and adaptable. It is important that you see a transition through to completion before introducing it. Abandoning it in the middle of the transition process has two negative consequences. To begin with, it shatters your reputation. Second, it teaches any employee that if they adopt a dinosaur mentality, progress will pass them by even if you lose your work and, in the end, become extinct Maintain your flexibility because you will need to adapt to changing circumstances in order to effectively enforce the changes.
9. Maintain an optimistic outlook. Your attitude as a manager or supervisor would have a great impact on the economy that the workers show. The only thing that holds you in check is your attitude. Change is both frustrating and perplexing. Maintain an upbeat, supportive, and enthusiastic attitude. Encourage others to be motivated. Try to reward your workers for their extra work during periods of transition and shift. Take them aside and remind them what a great job they're doing; listen to their comments and feedback. Write a short note of encouragement on their paychecks; leave an affirming message on their voice mail; take them aside and tell them what a great job they're doing. Finally, make organizational change a personal challenge that anyone will take on with success!
Employees at the company recently realized that the result of a project or initiative can have a significant impact on a group of people or an organization, especially when it comes to change. Any organization must undergo some level of transformation over time. It may be a small or significant improvement. When transition occurs, it is always necessary for an entity to alter policies and procedures. Change that comes unexpectedly can be stressful for a company. This is why it's important to prevent any negative consequences during the transition period. It's critical to maintain a positive attitude and ensure that the organization's change management is successful. Change management is critical for adapting to this phase, upgrading to new facilities, preparation, and being prepared for minor or significant changes in the organization. A change management team will assist in coordinating employee tasks and making workers more comfortable with change.

Shift challenges can be avoided with effective communication and participation. The hospital where I worked last year wanted to switch the whole computer system to Epic. Epic is a paperless framework that allows users to complete all paperwork and other tasks inside the system. For many people, particularly the organization's elders, the new system was a significant change. Employees gave me a lot of negative and some positive feedback during this period. We did, however, have good management during this organizational transition. We were given successful training courses, and each department had a superuser in case there were any problems or questions. During this time, effective change management made a significant difference in the company.

Attachment:- Organizational Behavior.rar