Available online at
http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=7&IType=1 Journal Impact Factor (2016): 8.1920 (Calculated by GISI) www.jifactor.com ISSN Print: 0976-6502 and ISSN Online: 0976-6510
© IAEME Publication
ROLE OF MANAGERS AS CHANGE
AGENTS IN MANAGING RESISTANCE TO
CHANGE
Dr. Ejaz Ahmed Qureshi
Director, Poona Institute of Management Sciences & Entrepreneurship, Pune, Maharashtra, India
Mrs. Anjum Usama Sayyad
Assistant Professor, Poona Institute of Management Sciences & Entrepreneurship, Pune, Maharashtra, India
ABSTRACT
The ability of organizations to adapt and change has become a central research issue focusing on the complexities of regulatory, political, technological and social changes. So central, in fact, is change to the study of organizations. Today, it is common place to note that the volatility of changes confronting organizations has dramatically increased. In light of competitive uncertainties the notion of planning for the future is constantly changing. Organizational change and the environmental turbulence of the modern market economy have brought about a need to re-define the meaning of change agent’s role in change management. For employees in today’s market economy the importance of a “change” is becoming less significant. More important is their employability and the marketability of skills. Employers are both subject to changing demands of external environments, as well as the resulting changing organizational structures implemented as reactions to changing environments. This generates the need for existence and survival of change agents in organizations to help employees overcome resistance to change. Hence this research is conducted with a view to identify the sources of resistance to change and manager’s role in managing this resistance to change.
Key words: Change Management, Change Agents, Resistance To Change, Pharma Companies.
Cite this Article: Dr. Ejaz Ahmed Qureshi and Mrs. Anjum Usama Sayyad. Business Role of Managers as Change Agents in Managing Resistance to Change. International Journal of Management, 7(1), 2016, pp. 42-49.
1. INTRODUCTION
Change management is a structured approach for ensuring that changes are thoroughly and smoothly implemented, and that the lasting benefits of change are achieved.
The focus is on the wider impacts of change, particularly on people and how they, as individuals and teams, move from the current situation to the new one. The change in question could range from a simple process change, to major changes in policy or strategy needed if the organization is to achieve its potential. In order to manage change successfully, it is therefore necessary to attend to the wider impacts of the changes through change agents. As well as considering the tangible impacts of change, it's important to consider the personal impact on those affected, and their journey towards working and behaving in new ways to support the change.
Change management is, therefore, a very broad field, and approaches to managing change vary widely, from organization to organization and from project to project. Many organizations and consultants subscribe to formal change management methodologies. These provide toolkits, checklists and outline plans of what needs to be done to manage changes successfully.
2. CHANGE AGENT DEFINITION
A change agent is a person from inside or outside the organization who helps an organization transform itself by focusing on such matters as organizational effectiveness, improvement, and development. A change agent usually focuses his efforts on the effect of changing technologies, structures, and tasks on interpersonal and group relationships in the organization. The focus is on the people in the organization and their interactions.
A change agent is basically a consultant, either from within the organization or brought in as an outsider. They often play the role of a researcher, trainer, counselor, or teacher. Sometimes they will even serve as a line manager. While some change agents specialize in one role, most will shift their roles depending upon the needs of the organization.
One of the most baffling and recalcitrant of the problems which business executives face is employee resistance to change. Such resistance may take a number of forms—persistent reduction in output, increase in the number of “quits” and requests for transfer, chronic quarrels, sullen hostility, wildcat or slowdown strikes, and, of course, the expression of a lot of pseudo logical reasons why the change will not work. Even the more petty forms of this resistance can be troublesome.
3. RESEARCH DESIGN
The research is designed to apply force field analysis which means to diagnose the individual situation and to identify forces for and against change and also to recommend strategies to reduce resistance to change.
This study focuses at the area of change management in groups especially how people react to change and how managers/ organizations can work to facilitate the change process. On the successful completion of this study, the question: “How to improve the effectiveness of change management by identifying the forces to change and by reducing resistance and motivating employees towards change with the help of change agents.” will be answered. Research will be carried out to examine
respondent’s opinions about change. The study also attempt to propose suggestions for a more successful change implementation in Pharma Companies in Pune region.
4. OBJECTIVES
1. To verify whether managers are real change agents that drive the vehicle called “change” in the organization.
2. To find out whether change process is practice and strategies followed up by organizations in managing change.
3. Does the change agent play a vital tool in the process of resistance to change.
5. RESEARCH METHODOLOGY
A survey on change management was carried out in the select pharmacy organizations of Pune Region. 25 Pharma companies were taken into study where in 2 managers and 4 employees from each organizations responded to structured itemized questionnaire. Separate questionnaire was designed for managers as change agents and employees. The sample size was 50 managers and 100 employees.
For a start, big pharmaceutical companies are no longer providing the service they once did.
"The system has served us well in terms of developing good new medicines, but in the past 10-20 years there has been very little breakthrough in innovation," says Dr Kees de Joncheere at the World Health Organisation.
This dearth of genuinely new potential blockbuster drugs is a grave problem for big pharmas, and of course society at large, particularly given the industry is falling off a patent cliff the like of which it has never seen bringing many environmental and structuraal changes in the organization which further impacts individuals both physically and psychological
The third in the Pharma 2020 series outlines a confluence of dynamics that lead to a new marketing and sales system with a smaller, more agile and smarter sales force. The pharma industry is no longer being rewarded for incremental innovation. Companies will need to demonstrate that their brand adds value to patients and they will have to offer a package of products and health services that the market not only wants and needs but is willing to pay a premium for. The paper highlights some very strong facts related to the need for Pharma to change in order to sustain future growth and performance. This report outlines in some detail how changes in the business environment will be and provides pharma companies with indicators of organizational and operational structure that could influence their success and readiness to compete.
Some of the major sources for response to changes in pharmacy companies according to the study are:
1. Loss of loyalty: in the form of loss of motivation to work and increased errors
2. Loss of purpose in organization: Resistance can hinder the organization main goals and existence
Sources of RTC No of responses Percentage Loss of loyalty 38 38 Loss of purpose 40 40 Lack of freedom 60 60 100 100 Figure 1
With the above analysis it is exhibited that 60% of majority employees view any kind of change from a negative point of view as its results in their loss of freedom to work, freedom in decision making. 40% also are of the opinion that introduction of change in the organization results in loss of purpose to the organization because of high resistance from employees.
However the restraining forces of change are viewed differently by managers and employees in the following manner:
Restraining Forces For Change Managers Employees
low Starting wages 17 45
wage revision 8 18
working conditions are dirty and dangerous 12 22
working morale is low 5 12
attitude towards the company is negative 8 3
50 100 Figure 2 38% 40% 60% Sources of RTC Loss of loyalty Loss of purpose in organization Loss of freedom low Starting
wages wage revision
working conditions are dirty and dangerous working morale is low attitude towards the company is negative Managers 17 8 12 5 8 Employees 45 18 22 12 3 0 5 10 15 20 25 30 35 40 45 50 R e sp on ses Restraining Forces
Thus we analyze that the difference in perception towards the restraining forces by managers and employees. We can highlight that starting wages is a matter of concern for both the respondents for restricting change followed by filthy working conditions and low morale existing within the organization to accept change.
The restraining force act as a reason which create resistance among employees in case of introducing and implementing change. One of the vital tools in response to the above forces is COMMUNICATION. Communication is paramount when trying to raise the level of understanding in the organization. The key to communicating is to use multiple platforms and ways to communicate change. Hence from the study we could conclude that the following areas are witnessed in the Pharma Companies:
Communication in Change Mgt No of employees Percentage
Existing Barriers 10 10
Widely Spaced 10 10
Easily Handled 5 5
Chaotic and Relax 20 20
Clarity about the requirements 55 55
Total 100 100
Figure 3
We can infer that 55% respondents believe that communication pattern in pharma companies are unclear and lack transparency. Whereas 20% respondents are of the view that communication systems is chaotic and relax which prohibit two way communications in the system.
6. RESPONSES OF CHANGE AGENTS
1. Association of change with dislodgement and uneasiness
Change is associated with dislodgement and uneasiness % Strongly Agree 42 84 Agree 3 6 Neutral 2 4 Disagree 3 6 Strongly Disagree 0 0 50
Figure 4 Source Primary Data
10% 10% 5% 20% 55% Communication in change mgt Existing Barriers Widely Spaced Easily Handled 84% 6% 4% 6% 0%
Association of change with Dislodgement and uneasiness
Strongly Agree Agree Neutral
Interpretation
We can conclude that 84% change agents are of the view that change is positively associated with dislodgement and uneasiness as change disturbs employee contentment and grind down their status quo.
2. Managers play vital role in managing resistance to change
Managers vital role in managing resistance to change % Strongly Agree 20 40 Agree 10 20 Neutral 7 14 Disagree 3 6 Strongly Disagree 10 20 50
Figure 5 Source Primary Data
Interpretation
We can analyze that 40% respondents strongly agree to the fact that change agents play a vital role in managing resistance to change. Followed by 20% respondents agree with the statement. Change agents act as a medium from unfreeze to refreeze stages in change management process. However 20% respondents strongly disagree with the fact as they consider that leadership is more vital in change management.
3. Change to be driven, bottom up and top down
Bottom up and Top
down change % Strongly Agree 10 20 Agree 12 24 Neutral 8 16 Disagree 12 24 Strongly Disagree 8 16 50
Figure 6 Source Primary Data
Interpretation
We find that equal percentage of respondent’s i.e. 24% agree and disagree with the aspect of change driven both bottom up and top down. Therefore we can analyze that continuous improvement in effective change management is possible through internal control systems as change is radical in nature.
40%
20% 14% 6%
20%
Managers role in managing resistance to change
Strongly Agree Agree
4. Manger shows direction of change better than outsiders and consultants. Direction by managers better than consultants and outsiders % Strongly Agree 12 24 Agree 10 20 Neutral 10 20 Disagree 10 20 Strongly Disagree 8 16 50
Figure 7 Source Primary Data
Interpretation
We could identify that employee in pharma companies look out for direction from their managers in support of change as change agents other than consultants and outsiders. As well as same number of employees disagree with the statement. We could identify a mix of response from the employees which further create a question who will lead a change process in pharmacy sector.
5. Change improves productivity
Change Improves Productivity % Strongly Agree 28 56 Agree 10 20 Neutral 5 10 Disagree 7 14 Strongly Disagree 0 0 50
Figure 8 Source Primary Data
Interpretation
From the above graph it is evident that any type of change introduces in pharma companies improves productivity of employees as accepted by the respondents. This shows that employees in pharma sector are ready to welcome change.
7. CONCLUSION
Finally it is concluded that we should further recognize that we are living in the globalization era, or the Global Age. According to this statement it must be clear that the new economy sets new standards of success and opportunities for pharma companies which are related to forming strategic alliance, new technology use, experiences and knowledge exchange among businesses and similar. Leadership and
24%
20% 20%
20% 16%
Direction by managers better
Strongly Agree Agree Neutral 56% 20% 10% 14% 0%
Change improves Productivity
Strongly Agree Agree Neutral
rewarding success, are key factors in any successful change initiative. This is something that pharma companies must not ignore in the future and the supervisors / managers should play vital role in change phenomenon as change agents.
REFERENCES
[1] Armenakis, A. A., Harris, S. G. & Mossholder, K. W. (1993). Creating readiness for organizational change. Human Relations, 46, 681–703.
[2] Benjamin, G. & Mabey, C. (1993) Facilitating radical change. In C. Mabey & W. B. Mayon (Eds.), Managing change (pp. 181–186). London: The Open University/Paul Chapman.
[3] Buller, P.F. (1988). For successful strategic change: Blend OD practices with strategic management. Organizational Dynamics, 16, 42–55.
[4] Fernandez, S. & Rainey, H. G. (2006). Managing successful organizational change in the public sector. Public Administration Review, 66, 168–176.
[5] Hendry, C. (1996). Understanding and creating whole organizational change through learning theory. Human Relations, 49, 621– 641.
[6] R. Renukadevi and I. Vignesh. Need Projected For Change Management in an Organization. International Journal of Management, 6(1), 2015, pp. 118-128. [7] Dr. Sharad R. Kulkarni and Dr. Mrs. Sharwari S. Kulkarni. Change Management
by Neurological Aspects of Organizational Behaviour. International Journal of
Management, 5(8), 2014, pp. 99-106.
[8] Kanter, R. M. Stein, B. A. & Jick, T. D. (1992). The challenge of organizational change. New York: The Free Press.
[9] Change Management: The People Side of Change by Jeff Hiatt, Timothy J. Creasey
[10] Change management: A guide to effective implementation by James MCalman, Robert Paton, and Sabina.
