bad idea
...hey will resist the change. c. If employees see that the change is going to take place regardless of their objections, they may initially resist the change and then resignedly accept it. d. If employees see that the change is in their best interests, they will be motivated to accept it. III. Six common barriers to change a. Fear of the Unknown i. The outcome is unknown or the results of the change are not ofren communicated to all of the affected employees b. Threat to Job or Income i. Employees fear any change that they think threatens their job or income. c. Fear That Skills and Expertise Will Lose Value i. Everyone likes to feel valued by others, so anything that has the potential of reducing that value will be resisted. New machines might make employee feel less needed. d. Threats to Power i. People believe a change might diminish their power. A supervisor may perceive a change to the organization’s structure as weakening his or her power within the organization. e. Inconvenience i. Many changes result in personal inconveniences to the affected employees. May force employees to learn new ways. Requires training, schooling, or practice. f. Threats to Interpersonal Relations i. Relationships among employees can be quite strong. The opportunity to have lunch with a certain group of employees may be very important to the employees involved. IV. Reducing Resistance to Change a. The supervisor is responsible for seeing that changes are successfully introduced. The supervisor must cope with employees’ fears by creating a positive environment for change. i. Build Trust 1. When the employees trust and have confidence in the supervisor, they are more likely to accept changes. ii. Discuss Upcoming Changes 1. Supervisor should be as open and honest as possible discussing any upcoming changes with the affected employees. iii. Involve the Employees 1. Actively involve employees in the change process by soliciting their ideas and inputs. iv. Make Sure the Changes Are Reasonable 1. Supervisor needs to ensure that any proposed changes are reasonable. v. Avoid Threats 1. Using threats is taking a negative approach likely to decrease employee trust. vi. Follow a Sensible Time Schedule 1. Supervisor can often influence the timing of changes. He knows when employees are an leave where constraints are. vii. Implement the Changes in the Most Logical Place 1. If you get new equipment or processes choose the right employees for the job. viii. The five W’s and an H 1. What the change is 2. Why the change is needed 3. Whom the change will affect 4. when the change will take place 5. Where the change will occur 6....