4.2 CORE FACTS OF RESISTANCE TO CHANGE

Resistance to change is perhaps one of the baffling problems a manager encounters because it can assume many forms. The effects of resistance may be overt, implicit, subtle, or cumulative. Implicit resistance may be manifested in resignation, tardiness, loss of motivation to work, increased absenteeism, request for transfer, and so on. Overt resistance, on the other hand, assumes the form of wild-cat strikes, shoddy work, reduction in productivity, and so on.

Resistance to change may, further, be individual or organisational. Individual resistance may be due to personal, economic, or social reasons. Organisational resistance, on the other hand, generally centres around the structure, organisational constraints, ...

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