Resistance to Change Within an Organization

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Concerning organizational behavior during a change, an organization’s cultural and structural aspects need to be considered fundamental issues. This can be based on the situational realism of those behavioral advances that exist inside and outside the company. The emphasis lies on conflict negotiations and the formation of coalitions and other groups with proper agendas caused by inadequate resources. This approach can be used when resources are limited and the goals and values of an organization conflict. Racial tension, departmental conflicts, and placement of power in the wrong hands create problems in the company. The directors of a company need to identify their principal constituencies to solve their problems. Arenas that can eliminate differences through compromises need to be carried out. The similarities between the different groups need to be communicated to be united against external enemies. Instead of solving various conflicts, the focus of the political frame is on strategy and tactics, and thus differences are created between members of a coalition. (Nilsson, 2008)

According to organizational behavioral approaches and principles of change management, employees must focus on vision and inspiration since this makes them realize the importance and meaningfulness of their work. Misunderstandings arise in cause-effect relations along with cultural diversity when goals become uncertain. To solve this problem, organizations need to raise their banners since they act as a common symbol creating a sense of loyalty among the members. This form of symbolism gives the institution a unique identity, thus developing excellence, faith, care, and belief between the members through ceremonies and rituals. Culture and personifications expressed by symbolic leaders provide cohesiveness and direction to all. (Cameron, 2004)

The various perspectives of structural concepts and cultural combinations are entirely justified when implementing changes. Leaders are never influential in all frames of change, but they should always conceptualize and address the different prospects of the change itself. The workers’ efficiency, obligation, and resourcefulness display the degree and character of the effectiveness of an organization’s culture and reveal the organization’s eminence, productivity, and novelty. To achieve enhanced results from the employees, the managerial heads of a company should be driven toward developing a suitable organizational culture among the employees. But cultures do not automatically emerge and thus have to be carefully formed by people responsible for the strategic and financial success of the company. Such people need to maintain their essential business cultures by taking care of the corporate norms. Due to corporate culture’s subtle and intangible nature, managers find it difficult to manipulate or influence it directly. Since the employees’ beliefs, behaviors, and attitudes define organizational culture, workable tools do not exist to cultivate it. It can be managed effectively only through people, leadership, and communication skills. Directors of organizations must see to it that employees can follow and understand the company’s strategic missions and directions and assess how they share their knowledge and information and interact with one another. (Hiatt, 2003)

Organizational culture must be shaped steadily and slowly by formulating the company’s values, strategic vision, and behaviors. The leaders of a company should manage its culture by displaying their commitment to implementing favorable culture in the company. The significance and standard of corporate culture should be conveyed to all the members through their activities and the development of ethical and legal sensitivity. If culture is harmed or its success obstructed, such miserable performance or indiscipline cannot be tolerated. The employees should understand the situation through the administration’s help and execute their actions based on the incentives or consequences associated. For example, when an employee’s good behavior is rewarded by simply thanking them for properly doing some work, they repeat that behavior, making it a part of the organization’s culture. An employee’s interaction also helps in shaping corporate culture. Thus, their behaviors should not be overlooked during interviews to see whether they are capable of accommodating themselves in the existing culture of the company or not.

Sometimes receiving rewards just from the company heads is not enough for the employees since they also want their coworkers to acknowledge them. This arises a sense of belonging in them to their department or team. Since personality and experience play an essential role in shaping corporate culture, its employees’ outgoing and forthcoming nature will make its culture open and friendly. But if the employees complain all the time and negativity becomes prevalent, then a pessimistic culture will develop within the organization, which is very difficult to deal with. A department’s missions, values, and visions should be such that they positively impact the employees. Employees need to be informed about the organization’s existing culture to understand and express it through their work. Company leaders should let their employees know about the organization’s culture and what is expected of them since their actions affect their commitment, success, and company culture. Sometimes the company’s organizational structures must also be altered so that its culture can be shaped. Certain behaviors of the employees are essential for maintaining corporate culture, and thus, sometimes, to encourage those behaviors, the company’s reward and recognition system must be redefined. A company’s desired culture and work systems, such as pay practices, performance management, employee selection, and promotions, should also be aligned. (Wilson, 2002)

Organizational culture can never be shaped by a single leader, employee, or administrative head. It is only possible when both the leaders and workers choose a workable environment and direction for the company and determine its working methodologies and decision-making mechanisms. It is the responsibility of the employees of a company to uphold the systems and standards developed in an organization. We need to understand that initiating a change in a company’s corporate culture is a tough job since it demands that the people working in the company modify their behaviors. But this can be difficult for most people since a person cannot simply change or forget his manners and actions since he is habituated to them and starts acting differently suddenly. An organization’s people need to show their involvement in shaping its organizational culture. It is only through discipline, understanding, kindness, and persistence that they will be able to develop and train each other in bringing about a significant corporate culture in their organization. (Hiatt, 2003)


Cameron, E. (2004) Making Sense of Change Management: A Complete Guide to the Models, Tools & Techniques of Organizational Change. NY: Kogan Page Publishers.

Nilsson, A. (2008). Breaking hierarchies. MI: Uppsala University, Department of Business Studies.

Hiatt, J. (2003) Change Management: The People Side of Change. LA: Prosci,

Wilson, D.C. (2002). A Strategy of Change: Concepts and Controversies in the Management of Change; NY: Cengage Learning EMEA.

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