MANAGING RESISTANCE TO CHANGE MANAGEMENT IN THE NIGERIA MANUFACTURING SECTOR: IMBIBING GLOBAL BEST PRACTICES
Abstract
The environment for manufacturing business in Nigeria has changed tremendously especially now that the country is experiencing structural economic recession. The paper seeks to explore issues around managing resistance to change management with a view to repositioning the manufacturing firms for higher performance and improve their contribution to Gross Domestic Product (GDP) growth. The study advocates that resistance in a change management project is a phenomenon that affects the change process, delaying or slowing down its beginning, obstructing its implementation and heightening its costs. It is the view of the paper that the effectiveness of managing resistance depends on the competencies of organisational leaders and middle-level managers in crafting and managing change project. The paper recommends that empowerment of employees by the top management in teaching the how first and then offering them the necessary tools to do things the new way will contribute tremendously in mitigating this pervasive tendency in the environment.References
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Schalk, R. Campbell, J.W. and Freese, L. (1998). Change and Employee Behaviour, Leadership and organsiationa Development Journal 19(3) pp. 157-163.
Taylor, G. (2007). Managing the Situational and Psychological pressures brought about by change, Professional Manager, 16(4) pg. 14-15.
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This Day Newspaper (2016). Manufacturers groan as capacity utilization falls below 20 percent, August 19, pp 1 and 8.
Toffler, A. (1970). Future Shock. London: Pan Books.
Tomlinson, R.C. (1976). Organizational Design and Adaptivity, Omega 4, (1) httyp://dx.doi.org/10.1016/0305-0483(76) 90004-9.
Tranfield, D and Braganza, A. (2007). Business Leadership of Technological Change: Five key challenges facing CEOs, Chartered Management Institute 20(2).
Van de Ven, A.H. and Poole, M.S. (1995). Explaining Development and change in organisations. Academy of Management Review 20(2) pp. 510-525.
Volberda, H.W. (1996). Toward the flexible form: How to remain vital in competitive environments. Organisation Science 7(4) http://dx.doi.org/10.1287/orsc.74.359.
Waddell, D. and Sohal, A.S. (1998). Resistance: a constructive tool for change management. Management Decision 36(8) pp. 543-548.
Walinga (2008). Toward a theory of change readiness: the roles of appraisal focus and perceived control. Journal of Applied Behavioral Science 44(1), 315-338.
Ansoff, I.H. (1990) Implementing Strategic Management, London: Prentice Hall International Ltd.
Arnetz, B.B. (2005). Subjective indicators as a guage for improving organisational well-being, An attempt to apply the cognitive activation theory to organisation, Psychoneuro-endocrinology, 30, 1022 – 1026. http://dx.doi.org//0.1016/J.psyneken.2005.03.016.
Balogun, J. and Johnson, G. (2004), Organsiational restructuring and middle management sense making. Academy of Management Journal, 47, 523-530.
Bankole, O. (1998) Sourcing of raw materials for the manufacturer of Agricultural machinery and tools in Nigeria “Proceeding of the National seminar on establishment of collaboration and networks for manufacturers and suppliers and relevant research institutes”, Ibadan, Dec., 1997.
Barr, P.S., Stimpert, J.L. and Huff, A.S. (1992) “Cognitive change strategic action and organisational renewal” Strategic Journal 13 (Special issue) pp. 15-36
Beer, M and Eisenstat, R.A. (1996) Developing an organization capable of implementing strategy and learning Human Relations 49(5) pp. 597-617.
Brown, S.L. and Eisenhardt, K.M. (1997) The art of continuous change: Linking complexity, Theory and Time paced evolutions in relentlessly shifting organisations, Administrative Science Quarterly 42, 125-140. http://doi.org/10.2307/2393807.
Cateora, P.R. and Graham, J.L. (2002) International Marketing New York: McGrawHill.
Cummings, T.G. and Worley, C.G. (2005) Organisation Development and Change. New York: Thompson/South Western.
Czerniawska, f. (2005) From Bottle necks to Blackberries: How the relationship between organizations and individuals is changing, Management Consultancies association (September).
D’Aveni, R.A. (1994) Hyper-competitions: New York: The free press Pub.
George, J.M. and Jones, G.R. (2002) Understanding and Managing Organisational Behaviour, Upper saddle River New Jersey: John Wiley & Sons.
Holland, D., and Skarke, G. (2003) Change Management for big systems, Journal of Industrial Management 45, 24-36.
Hutt, M.D., Walker, B.A and Frank Wick, G.L. (1995) Hurdle the Cross-Functional Barriers to strategic change, Sloan Management Review 36(3) pp. 22-30.
Igwe, N.N. Chibuike, V.C. and Alinno, F.C. (2012). The Readiness of Organisations for a successful change management in a Hyper-Competitive Environment International Bi-lingual and multi-disciplinary Journal of Contemporary Issues and Development studies (IBAMJSCIDS) 1(2) 21-38.
Igwe, N.N., Nwokedi, R.C. and Udeh, S.N. (2014). An Empirical Investigation into the Impact of Change management on selected manufacturing firms in south east Nigeria International Journal of Business Administration 5(1) pp. 53-75.
Igwe, N.N. (2008). The impact of Organisation Development Interventions on the performance of the manufacturing sector in South Eastern Nigeria, Unpublished Ph.D thesis, University of Nigeria Nsukka.
Ihimodu, I.I. (1993). The Structural Adjustment Programme (SAP) and Nigeria’s Agricultural Raw material Development, NCEMA Monograph series No. 2.
Inang, E.E. and Ukpong, G.A. (2001). A review of small scale enterprises credit delivery strategies in Nigeria, CBN Occassional papers by Research Department.
Klein, K.J. and Sforra, J.S. (1996). The Challenge of Innovation Implementation Academy of Management Review 21(4) pp. 22-42.
Kruger, W. (1996). Implementation: The core task of change management CEMS Business Reviews, 1(2) pp. 77 – 96.
March, J.G. (1995). The Future Disposal Organisations and the Rigidities of Imagination, Organisation Science 2(1) http://dx.doi.org/10.1287/Orsc.2.1.1.
Meyer, J.W., Brooks, G and Goes, J.B. (1990). Environmental jolts and industry revolutions: Organisational Response to discontinuous changes, Strategic Management Journal 11(1), pp. 261-273.
Moffit, E.C. (2007). Get Engaged Management Today April pp. 38-43.
Morrison, E.W. and Milliken, F.J. (2000). Organizational Silence: A barrier to change and development in a pluralistic world, Academy of Management Review, 25(4) pp. 706-725.
Mullins, L.J. (2010). Management and Organizational Behaviour. 9th Edition England: Financial Times Prentice Hall.
Nnanna, O.J. (2001). The Importance of small and medium scale industries in economic Development, Central Bank of Nigeria Economic and Financial Review 25(3).
Ohmae, K. (1999). The Borderless World: Power and Strategy in the interlinked Economy, New York: Haper Business.
Osisioma, B.C. (2004). Management of change: An overview of the Nigerian Corporate Profile: Journal of Management in Nigeria 40(1) pp. 64-68.
Pryor, M.G., Teneja, S., Humphreys, J., Anderson, D., and Singleton, L. (2008). Challenges Facing Change Management Theories and Research, Delhi Business Review 9(1) 1-15.
Pryor, M.G. and Cullen, B.D. (1993). Learn to use TQM at Everyday Work. Industrial Management. 35(3) May-June pp. 10-14.
Reichers, A.E., Wanous, J.P. and Austin, J.T. (1997). Understanding and managing cynicism about organisational change, Academy of Management Executive 11(1) pp. 48-59.
Reis, D. and Pena, I. (2001) Reengineering the motivation to work, Management Decision 39(8) pp. 666-675.
Rothwell, W.J., Prescott, R. and Taylor (2008). Human Resources Transformation: Demonstrating Strategic Leadership in the face of future trends. Palo Alto: Davies Black.
Rothwell, W.J., Stavros, J.M., Sullivan, A and Sullivan, R.L. (2009). Practicing Organsiation Development: A Guide for leading change. New York: John Wiley & Sons.
Rumelt, S.P. (1995). Inertia and transformation in Montogomery, C.A. Resource-Based and Evolutionary Theories of the firm, Kluwer Academic Publishers, Massachusetts pp. 101-132.
Satyanarayana, J. (2012). Managing Transformation: Objectives to Outcome, New Delhi: Asoke K. Ghosh Publishers.
Schalk, R. Campbell, J.W. and Freese, L. (1998). Change and Employee Behaviour, Leadership and organsiationa Development Journal 19(3) pp. 157-163.
Taylor, G. (2007). Managing the Situational and Psychological pressures brought about by change, Professional Manager, 16(4) pg. 14-15.
The Guardian Newspaper (2012). Vision 20:2020: A vision on the death. March 21 pp. 8-9.
This Day Newspaper (2016). Manufacturers groan as capacity utilization falls below 20 percent, August 19, pp 1 and 8.
Toffler, A. (1970). Future Shock. London: Pan Books.
Tomlinson, R.C. (1976). Organizational Design and Adaptivity, Omega 4, (1) httyp://dx.doi.org/10.1016/0305-0483(76) 90004-9.
Tranfield, D and Braganza, A. (2007). Business Leadership of Technological Change: Five key challenges facing CEOs, Chartered Management Institute 20(2).
Van de Ven, A.H. and Poole, M.S. (1995). Explaining Development and change in organisations. Academy of Management Review 20(2) pp. 510-525.
Volberda, H.W. (1996). Toward the flexible form: How to remain vital in competitive environments. Organisation Science 7(4) http://dx.doi.org/10.1287/orsc.74.359.
Waddell, D. and Sohal, A.S. (1998). Resistance: a constructive tool for change management. Management Decision 36(8) pp. 543-548.
Walinga (2008). Toward a theory of change readiness: the roles of appraisal focus and perceived control. Journal of Applied Behavioral Science 44(1), 315-338.
Published
2016-06-01
How to Cite
IGWE, Nick Ngozi; UDEH, Sergius Nwannebuike; NWAFOR, Michael C.
MANAGING RESISTANCE TO CHANGE MANAGEMENT IN THE NIGERIA MANUFACTURING SECTOR: IMBIBING GLOBAL BEST PRACTICES.
GOUNI Journal of Management and Social Sciences, [S.l.], v. 4, n. 1, p. 72-88, june 2016.
ISSN 2550-7265. Available at: <http://journal.gouni.edu.ng/index.php/fmss/article/view/14>. Date accessed: 14 may 2018.
Issue
Section
Articles
Keywords
Change Management; Manufacturing Industry; Resistance
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