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CHANGES IN ORGANIZATION, RESISTANCE OF EMPLOYEES AND POSSIBILITIES OF SUPERVISION TO DECREASE RESISTANCE

S. Blumberga, A. Saulite

Abstract

Changes in organization are considered very important for its survival, development and well-being in todayВ’s competitive environment. Advantage of organizationВ’s success and achievement mostly depends on ability to harmonize its inner regulations and order with demands of the outside environment. Resistance to change is mainly considered as problematic behavior that needs to be overcome in order to guarantee successful introduction of changes. Aim of this study: to research causes and manners of resistance to changes in employees and possibilities of supervision to decrease resistance. In order to achieve the aim of the study these questions were raised: What is the readiness of the organization for changes? How employees assess changes in the organization? What factors cause resistance of individuals, groups and organization level? Is there correlation between giving feedback and employeeВ’s behavior? What are the possibilities of supervision to decrease resistance? These methods were used in the study: survey developed by authors about employeesВ’ resistance to changes; focus group discussions, partially structured interviews. Study results showed that altogether respondents understand changes in the organization meaning that change management team has successfully implemented establishment of the new vision in the organization. Altogether employees assess changes positively. Resistance to changes in respondents is caused by fear of evaluation, fear of the unknown, losing status and competencies. Within groups resistance is caused by microclimate, experience, laziness and lack of motivation. In organization level resistance is caused by traditions in the organization to seek for the culprit, not the solution. There is statistically significant negative correlation in action with the feedback from respondents of selected management, meaning: the bigger the employeesВ’ resistance, the greater the possibility that feedback of the change managers decreases which fundamentally influences process of changes. There is a statistically significant correlation between feedback and action of the employeesВ’ selection. Accordingly, supervision can be successfully used to promote giving feedback to employees. Management of changes in the organization can be connected with great emotional pressure to the ones introducing the changes, groups of supervision support are recommended for emotional support.

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