In our world today changes have been made not just in technology, how roads turn but also in our businesses. Due to these changes people adapt to it and so do organizations.

III. Four Types of Changes

There are four types of changes that are carried out in different organizations. These are technology, product, structural and cultural changes. Our society is in a period of technological change. Technology, a major environmental force, refers to inventions or innovations from applied science or engineering research. Each new wave of technological innovation can replace existing products and companies. Technological change is the result or research, therefore it is difficult to predict. Some of the most dramatic technological changes occurring now however include continued improvement in the power of computers, the convergence of television, microcomputers and telephone technologies, the emergence of the internet or "cyberspace" and the greater use of electric cars and alternative forms of transportation. These technology changes lead to new products and services of an organization.

Product change on the other hand involves a change in the company's goods or services. These changes occur due to the response of the customer's demands or the competitors new products that will be a threat to the organization. To be able to do such changes, departments like marketing, production and research must develop new ideas and products or services to be able to satisfy the needs and wants of their customers.

Structural change basically concentrates on the organization itself and its methods. Changes in goals or even rules of the organization are considered as structural changes. Structural organizational changes have been very popular in recent years as organizations struggle to find effective coordinating work designs. Cultural or people changes refers to the change of values, principles and behavior of the employees. This change may involve a few of the organizations employees or even all. These changes involve how people think, training and development activities to improve the value of existing organizational members.

IV. The Reason Why People Resist Change

It's not only the customer's who have needs and wants but also an organization's employees. The employees may notice that there is a need for change in the work place but it's not that easy for them to accept these changes at once and cause them to resist change. Most people are to be persuaded to be able to apply changes within an organization. Some just practically fear change. Due to self-interest some employees fear that certain changes will take away what has value from them. The more people expect to gain from a change, the more they will support it. Employees assume the worst and react accordingly if there are misunderstandings. They don't usually understand the purpose of the changes that have been made or will be done. If changes from before have been made and were unsuccessful, resistance will occur in the future.

Uncertainty or the fear of the unknown means that the employees are not informed well on what the changes will be and they don't know how these changes will affect them. They tend to lack self-confidence which makes them think that they won't be able to cope up with the demands of the new changes may it be in the new set of procedures or the new machines and technology brought into the organization. Just like ordinary people, managers have different objectives probably not in their lives but in the work place. If changes are made, the mentality of some managers is that "they won't be able to meet their objectives at work". Change is unavoidable but it may affect the work pace of such managers and might actually be true that they won't be able to meet their objectives at work. Kurt Lewin illustrated the "Force-Field Theory" that states that there are two sides on how change is instilled. These sides are what he calls "Driving Forces" and the "Restraining Forces". Driving forces pushes or disagrees with change in the organization while restraining forces pushes the other way for the people to maintain their status quo.

FORCES RESISTING CHANGE TO MAINTAIN STATUS QUO

FORCES FOR CHANGE

Exhibit 1

People generally, use control to force change. By exerting driving forces they pressure the people who want to maintain their status quo which results to no change at all.

V. How to Minimize Resistance to Change:

The best way to overcome resistance is by focusing on the removing the fears and objectives of the employees who are resisting change. Managers must think of their employees and not what will favor the management's agreements on change. They must design strategies to gain the acceptance of the employees. To overcome the "Roadblocks to innovation" as Moss Kanter puts it is to take possible actions like the top management must be personally committed in supporting change and must always focus on the positive belief that it will work. The company's plans information should be given at an earlier time so that people would be able to contribute their aspects and comments on the changes that will be made. Education and communication contributes to the development and reduces resistance. Education helps workers by providing information about what the change is, when and how it is to be introduced and why it is necessary. Memos, group presentations and one on one discussions helps the organization to have better communication with their employees and by doing this, their employees are properly informed on the up coming changes.

The reason why organizations use participation and involvement is for them, the managers, to get information from their employees to improve quality or effectiveness of changes. It also increases the acceptance and commitment to the change of the people. It may be time consuming but what the organization gets in return is the personal ideas of the employees which will help the organization to a more successful change.

Negotiation and agreement on the other hand uses formal bargaining to win the employees acceptance and approval of the changes.This tactic is usually used when facing with trade unions because of this, a new contract is made with all the changes on it.

In task support they provide assistance may it be emotional even give incentives as support for their employees. Providing such assistance will help make the change be more effective.

Facilitative support system also makes the difference between moderate and major success for the change program. By listening to the employees, problems and complaints are heard while the process for change is on going.

Emotional support is given to the employees. Management can emphasize the potential for personal gain by providing incentives when the change is implemented. Sometimes managers use those employees who have converted to accept change to manipulate or influence others to agree on the change.

Co-optation happens when change initiator wants to nurture support but is not interested in genuine employee input thus it creates the impression of participation and involvement.

The last resort on minimizing change is the use of coercion. It is the most powerful and quickest technique for developing the change by using formal power and authority. Managers usually use the "Do this or else" line. For coercion to work, the employees must believe that resistance to a change would result in punishment. Coercion is sometimes used when support is needed because a change must be implemented quickly to avoid a great loss for the organization.

VI. Conclusion

Change will always be present inside and outside of an organization. It is unavoidable therefore managers should be ready to face changes and must know how to handle their human resources and plans in times of change to be able to steer clear of the problems or crisis that will come their way.

References:

* Moss Kanter, R. (1984), The Change Masters - Corporate Entrepreneurs at Work, Allen & Unwin

* Peter, T. (1988), Thriving on Chaos - Handbook for a Management Revolution, MacMillan.

* Burns, T. & Stalker, G. (1966). The Management of Innovation, Tavistock