Business organisation and environment

Table of Contents

1. Topic pack - introduction
2. 1.1 Nature of business activity - notes
3. 1.1 Nature of business activity - questions
4. 1.2 Types of organisation - notes
5. 1.2 Types of organisation - questions
6. 1.3 Organisational objectives - notes
7. 1.3 Organisational objectives - questions
8. 1.4 Stakeholders - notes
9. 1.4 Stakeholders - questions
10. 1.5 External environment - notes
11. 1.5 External environment - questions
12. 1.5 External environment - simulations and activities
13. 1.6 Organisational planning tools - notes
14. 1.6 Growth and evolution - notes
15. 1.7 Growth and evolution - questions
16. 1.7 Growth and evolution - simulations and activities
17. 1.6 Change (HL only) - notes
    1. Change
    2. Causes of change
    3. Resistance to change
    4. Force Field Analysis
    5. Impact of change
    6. Change management
18. 1.9 Globalisation - notes
19. 1.9 Globalisation - questions
20. Print View

Resistance to change

People are not always quite as ready to change as the firms they work for and rapid change may create resistance. There is an element of self-interest in us all. People may be more concerned with the implications of change for themselves, rather than the benefits the change may bring to the organisation. Some employees may fear the unknown and be happier with existing working practices. Fear of unemployment will also be a key factor causing concern as well as an increased workload.

However, resistance to change may also come from within the organisation if the organisational culture is not one that is flexible and adaptable. An organisation that has not been used to rapid change may have developed a culture of comfort where employees at all levels are reluctant to adopt changes as they occur. If resistance to change exists at a group level, change may be more difficult to implement. In this instance, the firm will need to work on changing culture as well as the systems and procedures that need adapting.