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Reasons why Efforts to Change Organizations Often Fail

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Some organizations have deep-rooted cultures that are not easy to change and any change is met with resistance. Burke (2002) recognizes the role played by leadership in shaping organization development. Leaders should have a clear value base. Employees should also be able to change behavior in order for change to take place. The employee feelings are often overlooked in planning change, which leads to resentment and non-compliance. This is because they are not adequately prepared for change.
Resistance to change can be brought about by changes in reward systems or failure to recognize employee diversity. Employees value the reward system differently, some prefer financial while others prefer material things. Some worker’s behavior is shaped by a reward system or compensation if compensation is changed. there is resistance (Gallovs, 2006). Job design is also associated with performance hence some resistance is met if redesigning is involved as they feel their job is threatened. Groupings also influence behavior and determine the reaction to change.

Organizational politics involve people representing divergent interests. plans as well as anecdotal standpoints and pervade all activities of the organization especially due to the tendency to focus on individual interests rather than the overall benefits that the organization may achieve. The organization is divided into groups, and it matters a lot regarding who occupies which group. In such a situation, organizational politics lead to the marginalization of some groups, especially those that are at a greater power distance (Vigoda-Gado &amp. Drory, 2006).

Competence is not the basis for rewards and hence people are rewarded for various reasons other than performance. Organizational politics generate mistrust among members of the organization. They dread any rebellious employees and do not encourage open communication. Politics enlarge the gap between the rhetoric and the reality within the organization. So many&nbsp.strategies are developed, yet none is implemented due to the question of who is to play what role.&nbsp.