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Change is associated with anxiety and fear; a hesitancy to succeed and an aversion to stepping out of one’s comfort zone can create significant obstacles to transforming a company’s transformation. One way to passively sabotage a firm’s new organizational plan is to provoke employees to do their work badly and without enthusiasm. If most workers display a reduction of interest, the level of performance quality and consequently profit will decrease. Therefore, the management will have to delay the reorganization plan in order not to lose its position in the market. Additionally, another method of sabotage is active action, i.e., the announcement of a strike by workers (Buchanan and Huczynski, 2019, p. 656). Hence, the manager will be pressured to reconsider the decision if the employees come out under the office with placards and appeals with clear demands to reverse the reform project.
To prevent sabotage of the changes, it is necessary to hold a meeting where the owner of the organization can discuss all the problematic points with the workers. Moreover, during the conference, it is necessary to specify the reorganization’s reasons and purpose and emphasize the expected benefits. At the same time, a transition period should be defined; it is required so that employees gradually become accustomed to the new rules of work. Accordingly, through communication, it is possible to convince that the changes in the long term will benefit the corporation and the employees. It is also essential to note such a way of overcoming resistance as training and additional payment for new responsibilities. Properly organized education will explain to employees why the organization is valuable and how to perform the task quickly and with high quality (Buchanan and Huczynski, 2019, p. 107). Thus, workers will be able to develop their skills, which will motivate them to make more effort to increase their earnings.
Reference List
Buchanan, D. A., and Huczynski, A. A. (2019) ‘Change’, in Buchanan, D. A., and Huczynski, A. A. (eds.) Organizational behaviour. London: Pearson UK, pp. 644 – 679.
Buchanan, D. A., and Huczynski, A. A. (2019) ‘Culture’, in Buchanan, D. A., and Huczynski, A. A. (eds.) Organizational behaviour. London: Pearson UK, pp. 105 – 143.
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