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Organisation Behavior

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Ashim Roy
Ashim Roy

This document summarizes organizational behavior and resistance to change. It defines organizational change as a planned or unplanned transformation within an organization, including changes to mission, strategy, technology, operations, or personnel attitudes and behaviors. Resistance to change occurs when changes are not well understood or interpreted, and represents different interests within an organization. The document then discusses reasons for resistance to change such as dislike of change, uncertainty, or perceived negative impacts. It analyzes Kodak as a case study, describing its early success with film but then failure to adapt to digital photography. The document concludes that overcoming resistance to change requires addressing employees' fears, assessments, trust, change methods, and inertia.

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ORGANISATIONAL BEHAVIOR Assignment on Employees Resistance towards Organisational Changes Submitted To: Vijaya Tiwari (Assistant Professor) Submitted By: Surbhi Hada (K-13239) Ashim Roy (K-13226)
Introduction To change is to move from present to future, from known information to relatively unknown information. Therefore change can be defined as, to make or become different, give or begin to have a different form.
Organisational Change Involves Planned and Unplanned. Transformation in an Organisation It is a continuous process It is the movement from the current stage to the future and preferred stage.
Organisation Behavior
Example of Organisational Change Mission Changes Strategic Changes Technological Changes Operational Changes (Including structural change) Changing the attitude and behaviour of the personnel
Resistance to ChangeResistance occurs when the change is not interpreted well or understood. It is expected and represents different interests within the organisation. The Manager's role is to clarify the meaning of change. Resistance is a very real and common issue that is faced by change managers during the process of change.
Organisation Behavior
Why Change is Resistance?Dislike of Change. Discomfort with Uncertainty. Perceived negative effect of interest. Attachment to the organisational culture/identity. Lack of conviction that change in needed. Lack of clarity as to what is needed.
Contd... Excessive Change. Belief that the timing is wrong. Reaction to the experience of previous changes. Disagreement with the way the change is being managed. Belief that the specific change being proposed is inappropriate.
Case Study On Kodak (Company) In, 1880 after inventing and patenting a dry plate formula and a machine for preparing large numbers of plates, George Eastman founded the Eastman Kodak Company. By 1884 Kodak had became a household name after he replaced glass photographic plates with a roll of film. The product, became user-friendly as convenient as the pencil.
Eastman Identified Kodaks guiding principles as-mass production at low cost, international distribution, through continuous research. With the advent of colour technology, the success story continued as the company invested heavily in R&D and by 1963 Kodak had become the industry standard. Sales increased by launching into new product lines such as cameras and medical imaging and graphical arts. Contd...
The company operates through three segments: The Digital & Film imaging segment provides consumer oriented traditional and digital products and photographic services such as film, photofinishing services & supplies and digital cameras. The Health Group segment provides analogue products that include medical films, chemicals and processing equipment, and services and digital products including PACs, RIS, digital x-ray & hardware supplies. The Graphic segment provides provide inkjet printers, high-speed production. Contd...
Failed Strategies and the Death of Kodak Innovation Failure. A Cultural of Complacency. Shift to Digital. Ignored the Trend.
What Kodak Should Have Done Break up the business and sell of the parts. Sell the whole print business like a fixed term bond. License the brand or the technology. Leverage their distribution network and ignore digital.
Causes of Resistance Fears Different Assessments Misunderstanding and lack of Trust Wrong Methods Inertia and low Tolerance for Change
Conclusion It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change. Charles Darwin Its always going to be continuous improvement. We will never declare victory. Richard Clark, CEO of Merck The natural tendency, a critical survival mechanism is to avoid similar dangers creates resistance to organisational change. Human emotions loss, anger and fear are the driving forces to resistance.
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Organisation Behavior

  • 1. ORGANISATIONAL BEHAVIOR Assignment on Employees Resistance towards Organisational Changes Submitted To: Vijaya Tiwari (Assistant Professor) Submitted By: Surbhi Hada (K-13239) Ashim Roy (K-13226)
  • 2. Introduction To change is to move from present to future, from known information to relatively unknown information. Therefore change can be defined as, to make or become different, give or begin to have a different form.
  • 3. Organisational Change Involves Planned and Unplanned. Transformation in an Organisation It is a continuous process It is the movement from the current stage to the future and preferred stage.
  • 5. Example of Organisational Change Mission Changes Strategic Changes Technological Changes Operational Changes (Including structural change) Changing the attitude and behaviour of the personnel
  • 6. Resistance to ChangeResistance occurs when the change is not interpreted well or understood. It is expected and represents different interests within the organisation. The Manager's role is to clarify the meaning of change. Resistance is a very real and common issue that is faced by change managers during the process of change.
  • 8. Why Change is Resistance?Dislike of Change. Discomfort with Uncertainty. Perceived negative effect of interest. Attachment to the organisational culture/identity. Lack of conviction that change in needed. Lack of clarity as to what is needed.
  • 9. Contd... Excessive Change. Belief that the timing is wrong. Reaction to the experience of previous changes. Disagreement with the way the change is being managed. Belief that the specific change being proposed is inappropriate.
  • 10. Case Study On Kodak (Company) In, 1880 after inventing and patenting a dry plate formula and a machine for preparing large numbers of plates, George Eastman founded the Eastman Kodak Company. By 1884 Kodak had became a household name after he replaced glass photographic plates with a roll of film. The product, became user-friendly as convenient as the pencil.
  • 11. Eastman Identified Kodaks guiding principles as-mass production at low cost, international distribution, through continuous research. With the advent of colour technology, the success story continued as the company invested heavily in R&D and by 1963 Kodak had become the industry standard. Sales increased by launching into new product lines such as cameras and medical imaging and graphical arts. Contd...
  • 12. The company operates through three segments: The Digital & Film imaging segment provides consumer oriented traditional and digital products and photographic services such as film, photofinishing services & supplies and digital cameras. The Health Group segment provides analogue products that include medical films, chemicals and processing equipment, and services and digital products including PACs, RIS, digital x-ray & hardware supplies. The Graphic segment provides provide inkjet printers, high-speed production. Contd...
  • 13. Failed Strategies and the Death of Kodak Innovation Failure. A Cultural of Complacency. Shift to Digital. Ignored the Trend.
  • 14. What Kodak Should Have Done Break up the business and sell of the parts. Sell the whole print business like a fixed term bond. License the brand or the technology. Leverage their distribution network and ignore digital.
  • 15. Causes of Resistance Fears Different Assessments Misunderstanding and lack of Trust Wrong Methods Inertia and low Tolerance for Change
  • 16. Conclusion It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change. Charles Darwin Its always going to be continuous improvement. We will never declare victory. Richard Clark, CEO of Merck The natural tendency, a critical survival mechanism is to avoid similar dangers creates resistance to organisational change. Human emotions loss, anger and fear are the driving forces to resistance.