Manag., July-2018 – Q13
0. Match the items of List-II with the items of List-I and suggest the correct code:
| List-I (Source of resistance) | List-II (Coping mechanisms) |
| (a) Perceived peripherality of change | (i) Role redefinition and re-orientation |
| (b) Fear of loss of power | (ii) Participation and involvement |
| (c) Fear of obsolescence | (iii) Participation in diagnosis |
| (d) Fear of imposition | (iv) Development of skills |
- Option : C
- Explanation : The various sources of resistance to change and its coping mechanisms include the following:
(i) Perceived Peripherality of Change:Implementation of change can be effective if the introduced change is seen as critical and useful, which can be achieved by the participation of the concerned people in the diagnosis of the issues or problems.
(ii) Perception of Imposition: When people see the change as being imposed, they tend to resist it. The resistance can be overcome by involving people in the introduction of change at several stages.
(iii) The indifference of the Top Management: The managers are role models. If their attitude shows indifference, people also tend to resist change. The best way to overcome resistance is by the commitment of the leader and by his/her active support for change management.
(iv) Vested Interests: The vested interests of people cause resistance to change. Once people experience the change, they often enjoy it and may see its positive aspects.
(v) Complacency and Inertia: As change produces discomfort, it is resisted. The solution to the problem is to introduce the change and help people experience new conditions.
(vi) Fear of Large Scale Disturbance: The fear that the proposed change is likely to lead to some other changes with unpredictable consequences might result in resistance. Phasing out the change could help overcome the resistance.
(vii) Fear of Inadequate Resources: Whenever the change requires additional resources in the form of new skills, additional manpower, or budget, resistance is likely to be greater. A genuine need for the resources need to be supported by the top management for overcoming resistance.
(viii) Fear of Obsolescence: People resist change as they fear that they may become obsolete as they lack those skills which are required for coping with the change. Organizations should provide opportunities to those people in the development of the required skills, which could help to overcome resistance.
(ix) Fear of Loss of Power: Any change would result in some roles in the organization to lose power. This feeling of loss of power could lead to resistance. In order to overcome this resistance, there is a need to redefine and redesign the roles. (x) Fear of Overload: If the change is perceived to increase the workload of people, they tend to resist the change. There is a need to bring in more of role clarity to overcome the resistance.
