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POM - Unit 5

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30 views4 pages

POM - Unit 5

Uploaded by

sayantani mukherjee
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Controlling and resistance to management

o Elements of control process


o Types of control (feedforward, concurrent, feedback)
o Concept of resistance to change
o Overcoming resistance to change
Controlling and resistance to management are closely tied to the dynamics between leadership
and employees, particularly in the implementation of organizational strategies, change
management, and performance oversight.
Types of control (feedforward, concurrent, feedback):
Control in management is essential in order to ensure that the activities of the organization and
its performance is aligned with the objectives of the organization. There are various types of
control, each have been designed to monitor and guide different aspects of organizational
processes. The three main types of control in management are as follows:

• Preventive Control or Feedforward Control: The Preventive or Feedforward control


prioritises preventing problems before they even occur by ensuring that correct resources,
procedures and standards are being followed before the actual operation begins. It is
proactive in nature, thus, anticipate and prevent potential problems before they impact the
organization.

• Process Control or Concurrent Control: Process Control or Concurrent control takes


place during the actual operation or process in real time. It requires monitoring the ongoing
activities in order to ensure that they are happening according to the predefined plans. It
also involves making real-time adjustments as per requirement thus, minimizing delays or
errors in the workflow.

• Output Control or Feedback Control: Output Control or Feedback control takes place
after an activity has been completed. Its main focus remains on evaluating the results of the
completed process thus, using the feedback to make improvements in future operations. In
this type of control, it is important to provide information on the effectiveness of past
activities, allowing for corrective actions and long-term improvements.
Some other types of control based on scope or focus:

• Strategic Control: Focuses on monitoring and evaluating whether the organization’s


strategic goals are being met.
• Operational Control: Involves day-to-day control over specific tasks, processes, or
operations to ensure efficiency and effectiveness in achieving short-term goals.
• Financial Control: Focuses on managing the organization’s financial resources, ensuring
that expenditures are in line with the budget and financial targets are achieved.
• Bureaucratic Control: This type of control uses formal rules, procedures, and hierarchical
authority to guide employee behaviour and ensure compliance with organizational
standards.
• Cultural Control: Relies on the values, beliefs, and norms shared by employees within the
organization to guide behaviour and performance.
Concept of resistance to change: The organizational change process consists of multiple
stages and may face resistance from employees and other stakeholders. Grasping the dynamics
of change, identifying the sources of resistance, and implementing strategies to address this
resistance is essential for effective change management. Typically, the organizational change
process adheres to a structured framework that is often conceptualized in stages. One well-
known model is Kurt Lewin's Change Model, which encompasses three primary phases:
1. Unfreezing: This phase involves preparing the organization for change by creating
awareness of the need for change. It entails breaking down existing mindsets and
challenging the current state. It requires communicating the reasons for change,
highlighting the drawbacks of the current situation and engaging stakeholders and building
support for change.
2. Changing: This is the implementation phase where the actual change occurs. New
behaviours, processes, or structures are introduced. It requires training employees on new
systems or processes, implementing new technologies and adjusting organizational
structures or roles.
3. Refreezing: This phase focuses on solidifying the new changes to ensure they are
embedded in the organization’s culture and practices. It reinforces the change so that it
becomes the new norm. Refreezing is all about celebrating successes and milestones,
providing ongoing support and training and evaluating the change process and making
necessary adjustments.
Resistance to Change: In management, resistance to change refers to the opposition or
pushback that employees and stakeholders may exhibit when an organization implements new
processes, structures, or strategies. This resistance can manifest in various forms, including
passive behaviors, vocal objections, or even active sabotage. Understanding the root causes of
resistance is essential for effective change management. This resistance can be in various
forms, including:

• Emotional Resistance: Fear of the unknown, anxiety about job security, or concern
about increased workloads.
• Cognitive Resistance: Doubts about the effectiveness of the change or disagreement
with the reasons for the change.
• Behavioral Resistance: Active opposition to change, such as refusal to adopt new
processes or undermining change efforts.

Causes of Resistance to Change: Following is some of the causes for resistance to change
within an organization:

• Lack of Trust: Employees may distrust leadership or feel that the change is not in their
best interest which can ultimately bring resistance to change.
• Fear of the Unknown: Uncertainty about how the change will affect roles, job security, or
work processes can lead to anxiety. Employees may be apprehensive about how changes
will affect their roles, job security, or work environment.
• Poor Communication: Inadequate, insufficient or unclear communication can foster
confusion about the reasons for change and its benefits can lead to misunderstandings and
scepticism and can ultimately lead to resistance.
• Loss of Control or Comfort with the Status Quo: Changes can disrupt established
routines, leading individuals to feel they are losing control over their work. Employees may
prefer existing routines and processes, viewing change as disruptive.
• Inertia: People often prefer the status quo, and the effort required to adapt to change can
be a deterrent.
• Lack of Involvement: When employees are not involved in the change process, they may
feel disconnected and resistant.
Overcoming Resistance to Change: Overcoming resistance to change in management is
essential for successfully implementing new initiatives and ensuring organizational growth. To
effectively manage and overcome resistance to change, organizations can employ various
strategies:

• Communicate Clearly and Frequently: Provide clear information about the change,
including its purpose, benefits, and impact on employees. Use various communication
channels to reach all stakeholders and ensure transparency.
• Involve Employees in the Change Process: Engage employees in planning and decision-
making to foster a sense of ownership. Create focus groups or committees that include
employees from different levels to gather input and feedback.
• Address Concerns and Feedback: Actively listen to employee concerns and be open to
feedback. Acknowledge their feelings and provide honest responses to their questions.
• Provide Training and Resources: Offer training programs to help employees develop the
skills needed for the new processes or systems. Provide resources such as manuals,
workshops, or one-on-one coaching to ease the transition.
• Build Trust and Credibility: Cultivate a culture of trust by being consistent, transparent,
and reliable in leadership actions. Share success stories from previous change initiatives to
demonstrate positive outcomes.
• Create a Supportive Environment: Foster a supportive workplace culture where
employees feel safe to express their concerns and adapt to change. Encourage peer support
and collaboration among team members.
• Highlight Benefits and Successes: Emphasize the positive impacts of the change on the
organization and its employees. Share success stories and milestones achieved during the
change process to motivate and inspire.
• Implement Change Gradually: Consider phased or pilot implementations to reduce
overwhelm and allow for adjustments based on feedback. Gradual change can help
employees adapt more easily and build confidence.
• Lead by Example: Leaders should model the behaviours and attitudes they expect from
employees during the change process. Demonstrating commitment and adaptability can
inspire employees to embrace change.
• Recognize and Reward Adaptability: Acknowledge and reward employees who
demonstrate flexibility and a positive attitude toward change. Recognition can boost morale
and encourage others to adopt a similar mindset.

By employing these strategies, management can effectively overcome resistance to change,


fostering a more adaptable and resilient organization. A proactive approach that prioritizes
communication, involvement, and support can transform resistance into acceptance, ultimately
leading to successful change initiatives.

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