Question

• Knowing that firms change with the implementation of new IT applications, discuss why organizations sometimes resist changes in information systems. Include organizational factors to consider when planning a new system in your discussion. What role do you think management plays in organizational resistance to change? Do you think the role of management in systems development is important or not? Provide support for your answers.
• discuss professional codes of conduct by associations of professions such as the American Medical Association (AMA), the American Bar Association (ABA), the Association of Information Technology Professionals (AITP), and the Association for Computing Machinery (ACM). These groups seek to regulate their professions by promising to regulate themselves in the interest of society. Research these groups to find out more about each group. Describe your findings. Determine if you think these types of groups are helpful and necessary or not? Explain your answer.

Answer 1

1). Loss of status or job security in the organization

It is not our nature to make changes that we view as harmful to our current situation. In an organizational setting, this implies representatives, companions, and directors will oppose authoritative and mechanical changes that outcome in their job being disposed of or diminished. From their point of view, your change is hurtful to their place in the association!

Driving a change on others has its place. After some time, notwithstanding, when this is the main methodology that you use to make change, you'll see that your change results endure. On the off chance that you abuse this methodology, you will hurt your adequacy over the long haul as others will discover immediate and circuitous approaches to oppose you. Without a thoughtful change strategy to address resistance to change, you will trigger strong resistance and organizational turnover.

2). poorly aligned (non-reinforcing) reward systems

There is a common business saying that managers get what they reward. Authoritative partners will oppose change when they don't perceive any prizes. When working with chiefs, I will ask them, where is the reward to representatives for executing your change? Without a reward, there is no inspiration for your group to help your change over the long haul. This often means that organizational reward systems must be altered in some way to support the change that you want to implement.

3). Surprise and fear of the unknown

The less your team members know about the change and its impact on them, the more fearful they will become. Driving change likewise requires not springing shocks on the association! Your association should be set up for the change. Without proceeding with two-path correspondence with you, grapevine bits of gossip fill the void and harm the change exertion. In fact, ongoing communication is one of your most critical tools for handling resistance to change. But, it's not just telling!

4). Peer pressure.

Whether we are introverted or extroverted, we are still social creatures. Organizational stakeholders will resist change to protect the interests of a group. You may see this among a portion of your colleagues who feel constrained to oppose your change to secure their associates. In case you're a senior official or center chief, your administrators who answer to you may will oppose your change exertion to secure their work gatherings. As the psychologist Abraham Maslow discussed, the need to belong to a group is a powerful need in the workplace.

5). Climate of mistrust

Meaningful organizational change does not occur in a climate of mistrust. Trust, includes confidence in the expectations and conduct of others. Shared doubt will fate a generally thoroughly thought out change activity to disappointment. On the off chance that you are endeavoring to actualize your change exertion in a domain where a large portion of the general population working with you doubt one another, you'll have constrained achievement. You'll need to spend some time rebuilding trust if you want better results from your change effort.

6). Organizational politics

Some resist change as a political strategy to “prove” that the decision is wrong. They may also resist to show that the person leading the change is not up to the task. Others may oppose on the grounds that they will lose some power in the authoritative. In these cases, these people are focused on observing the change exertion come up short. Once in a while when I work with supervisors they become disappointed with the political opposition that they experience from others. Political obstacles are frustrating when you are trying to implement needed change. My advice to you is to acknowledge what you are feeling and then take positive steps to counter the organizational resistance you are facing.

7). Fear of failure

Sweeping changes on the job can cause your team members to doubt their capabilities to perform their duties. What is known is comfortable! Your colleagues might oppose these progressions since they are stressed that they can't adjust to new work prerequisites. Dread is an incredible helper that can solidify individuals' plan to oppose your endeavors to actualize change. If you want your change effort to be successful, you'll need to help your team member’s move beyond these fears.

8). Faulty Implementation Approach

Sometimes it is not what a leader does, but it is how s/he does it that creates resistance to change! Undue resistance can occur because changes are introduced in an insensitive manner or at an awkward time. As such, individuals may concur with the change that you need to execute yet they may not concur with how you are going about change. For any huge hierarchical change exertion to be powerful, you'll need a keen technique and an astute usage way to deal with location these hindrances.