Working in a place that has a lot of stress either with co-workers or management will not inspire success, and it will eventually effect the organization financially. Communication is also very crucial to the success of an organization and it extends from the top to bottom and vice
1. How would you define “Frozen Preferences” and what is the impact of this concept on strategy formulation, alternative analysis and recommendation? • Managers don’t like to make major strategic changes once decisions have been made (except in the case of overwhelming evidence) as they will look unprepared and ineffective and their creditability is damaged • Frozen preferences o Management has made a decision and over time analysis shows that their decision may not be the best choice o However they feel compelled to maintain their current strategy even if it is not the best course of action. • As management preferences becomes a larger part of the organization (personnel changes, budgets etc), it becomes more and more difficult to change direction. o A tendency to avoid reversing changes even if it was not the best choice o In reality, past expenditures are sunk costs and the organization should use a clean slate to look at new choices, but to the manager, this will come at great personal loss.
Introduction François de la Rochefoucauld stated, “the only thing constant is change.” Change can be very difficult within an organization, and our personal lives. When leadership commits to a change, the message must be that the change is not an option. But the message that often comes across is “We’d like you to change, we’re asking you to change, we implore you to change, please change…” Whenever people have the option not to change, they won’t. Change should be implemented utilizing strategies that allow employees to embrace it. Organizations tend to fail miserably because they downplay or ignore the human pain of change.
Change is painful for some people, because they do not want to change; they want to remain the same. Countless self-help books and score of motivational speakers would tell you to embrace change, and that change is good/what one need to grow. Transforming organizations is tough! It is more difficult than many people realize just discussing changes in strategies can bring on problems for some people. Generally, leaders attempt change efforts that are too mild and then give them too little time to succeed.
Employees often see change as threatening. What are some of the sources of resistance to change, and what can you as a manager do to overcome that resistance? I think that most people resist change at some point in time and that it may take other people longer to adapt to changes than others, and some may not adapt at all. I think most people prefer stability and tend to avoid situations that increase stress levels or put themselves at risk. People resist change for several reasons.
We have found ourselves at times to be guilty of the negatives that come with functional organization. We’ve spent so much time focusing on our particular function, that it’s harder for us to understand the goals of our co-worker’s functions, and would just write them off as not being a qualified employee because they don’t understand our particular function at work. This can help us take a step back and further analyze our organization’s structure and what we can do differently to help understand it better and contribute better to the organization’s overall
It is the relationship between organizational culture and ethics that can get businesses into significant trouble in the long term. An organizational culture that supports uncertain decisions and unethical behavior will need to change its culture. When changing business, organization culture is problematic, but
When problems are not dealt with they can become conflicts against the company that can take long times to settle since they employee most likely found someone who would listen to them. This can be an outside person who then can bring law suits or worse. This is not good for the company so these problems should be handled quickly and in the right ways when they
Some of the reasons diversity training does not work well in organizations are outlined below. If your organization's initiative did not do as well as you expected, assess whether your training was affected by any of the following: Poor Timing. The training may have come at a time when employees were preoccupied with more urgent priorities. Stress, because of downsizing and the accompanying fear of job loss, increased workload, or a specific conflict or negotiation with a union might have been much more critical. During such periods, staff is usually functioning at the survival level on Maslow's hierarchy and diversity may not even be a blip on their radar screen, hence their irritation that time and resources are taken up with training.
These issues cause many rifts in a successful society and workplace and often prevent goals of the organization and the teams within from accomplishing their goals and achieving their missions. Most importantly, leaders must be aware of these challenges in order to rise above them and lead successful teams, while also reaping the many benefits that diversity provides. References Author Unknown. Mind Tools. 1996 – 2013.