Management

1
Management

• The complete story
• By
• Norris Dorsey

2
Managing In The New Era

• Managerial practices will always separate
  effective from ineffective organizations
• Four key elements are new elements in business
  today

New Era Management
3
Managing In The New Era (cont.)

• The Internet
• communication technologies are driving massive
  change
• initial enthusiasm for e-business has dwindled
• 25 of publicly-held Web companies became
  profitable in 2002
• most profitable Web companies sell
  information-based products that dont require
  shipping
• old economy types now using the Internet as a
  tool to solidify their future

4
Managing In The New Era (cont.)

• Globalization
• far more than in the past, enterprises are global
• competing globally is not easy
• companies often overestimate the attractiveness
  of foreign markets
• even small firms that do not operate on a global
  scale must make strategic decisions based on
  international considerations
• face intense competition from high-quality
  foreign producers

5
Managing In The New Era (cont.)

• Knowledge management
• practices aimed at discovering and harnessing an
  organizations intellectual resources
• unlock peoples expertise, skills, wisdom, and
  relationships
• intellectual capital is the collective brainpower
  of the organization
• Collaboration across boundaries
• capitalize on the ideas of people outside the
  traditional company boundaries
• occurs between as well as within organizations
• e.g., must effectively capitalize on customers
  brains

6
Managing For Competitive Advantage

• Best managers and companies deliver all four

Competitive Advantage
7
Managing For Competitive Advantage(cont.)

• Innovation
• the introduction of new goods and services
• comes from people
• must be a strategic goal
• must be managed properly
• Quality
• excellence of a product, including its
  attractiveness, lack of defects, reliability, and
  long-term durability
• importance of quality has increased dramatically
• catering to customers other needs creates more
  perceived quality

8
Managing For Competitive Advantage (cont.)

• Speed
• fast and timely execution, response, and delivery
  of results
• often separates winners from losers in world
  competition
• requirement has increased exponentially
• Cost competitiveness
• costs are kept low enough so that you can realize
  profits and price your products at levels that
  are attractive to consumers
• key is efficiency - accomplishing goals by using
  resources wisely and minimizing waste
• little things can save big money
• cost cuts involve tradeoffs

9
The Functions Of Management

• Management
• the process of working with people and resources
  to accomplish organizational goals
• good managers must be
• effective - achieve organizational goals
• efficient - achieve goals with minimum waste of
  resources
• there are timeless principles of management
• still important for making managers and companies
  great
• must add fresh thinking and new approaches

10
The Functions Of Management (cont.)

• The manager who does not devote adequate
  attention and resources to all four functions
  will fail

11
The Functions Of Management (cont.)

• Planning
• specifying the goals to be achieved and deciding
  in advance the appropriate actions taken to
  achieve those goals
• delivering strategic value - planning function
  for the new era
• a dynamic process in which the organization uses
  the brains of its members and of stakeholders to
  identify opportunities to maintain and increase
  competitive advantage
• process intended to create more value for the
  customer

12
The Functions Of Management (cont.)

• Organizing
• assembling and coordinating the human, financial,
  physical, informational, and other resources
  needed to achieve goals
• building a dynamic organization - organizing
  function for the new era
• viewing people as the most valuable resource
• the future requires building flexible
  organizations

13
The Functions Of Management (cont.)

• Leading
• stimulating people to be high performers
• in the new era, managers must be good at
  mobilizing people to contribute their ideas
• Controlling
• monitoring progress and implementing necessary
  changes
• makes sure that goals are met
• new technology makes it possible to achieve more
  effective controls
• for the future, will have to be able to monitor
  continuous learning and changing

14
Management Levels

• Top-level managers (strategic managers)
• senior executives responsible for the overall
  management and effectiveness of the organization
• focus on long-term issues
• emphasize the survival, growth, and effectiveness
  of the firm
• concerned with the interaction between the
  organization and its external environment
• titles include Chief Executive Officer (CEO),
  Chief Operating Officer (COO), company presidents
  and vice presidents

15
Management Levels (cont.)

• Middle-level managers (tactical managers)
• located between top-level and frontline managers
  in the organizational hierarchy
• responsible for translating strategic goals and
  plans into more specific objectives and
  activities
• traditional role was that of an administrative
  controller who bridged the gap between higher and
  lower levels
• provide operating skills and practical problem
  solving the keep the company working

16
Management Levels (cont.)

• Frontline managers (operational managers)
• lower-level managers who supervise the
  operational activities of the organization
• directly involved with nonmanagement employees
• increasingly being called on to be innovative and
  entrepreneurial
• titles include supervisor or sales manager
• Working leaders with broad responsibilities
• in small firms and large firms that have adapted
  to the times, managers have strategic, tactical,
  and operational responsibilities

17
Management Skills

• Skill - specific ability that results from
  knowledge, information, and aptitude
• Technical skill
• ability to perform a specialized task that
  involves a certain method or process
• managers at higher levels rely less on technical
  skills
• Conceptual and decision skills
• ability to identify and resolve problems for the
  benefit of the organization
• assume greater importance as manager acquires
  more responsibility

18
Management Skills (cont.)

• Interpersonal and communication skills
• ability to lead, motivate, and communicate
  effectively with others
• people skills
• important throughout your career at every level
  of management

19
You And Your Career

• Jobs are no longer as secure for managers as they
  used to be
• organizations still try to develop and retain
  good employees
• employee loyalty and commitment are still
  important
• Companies offering employability to workers
  tend to be more successful
• provide training and other learning experiences
• employees perform work with greater responsibility

20
You And Your Career (cont.)

• Be both a specialist and generalist
• specialist - expert in something
• provide concrete, identifiable value to the firm
• generalist - knowing about a variety of business
  functions so that you can understand work with
  different perspectives
• Be self-reliant
• take responsibility for yourself, your actions,
  and your career regardless of where you work
• think and act like an entrepreneur
• look for opportunities to contribute in new ways
• generate constructive change

21
You And Your Career (cont.)

• Be connected
• establish many good working relationships
• be a team player with strong interpersonal skills
• all business is a function of human relationships
• competitive advantage depends upon you and other
  people

22
Keys to Career Management
1. Think of yourself as a business. 2. Define
your product What is your area of expertise? 3.
Know your target market To whom are you going
to sell this? 4. Be clear on why your customer
buys from you. What is your value
proposition - what are you offering that causes
him to use you? 5. As in any business,
strive for quality and customer satisfaction,
even if your customer is just someone else
in your organization - like your boss. 6.
Know your profession or field and whats going on
there. 7. Invest in your own growth and
development, the way a company invests in
research and development. What new products will
you be able to provide? 8. Be willing to
consider changing your career.
23
You And Your Career (cont.)

• Actively manage your relationship with your
  organization
• two ways to think about the nature of the
  relationships between you and your employer
• view yourself as an employee
• model for just getting by
• contributions likely to be minimal
• two-way, mutually-beneficial exchange
  relationship
• think about how you can contribute and act
  accordingly
• figure out new ways to add value
• organization likely provide full and fair
  rewards, support further personal development,
  and offer more gratifying work environment

24
Managerial Action Is Your Opportunity To
Contribute
You
Your Organization
25
Environmental Analysis
Environment
26
Characteristics Of Managerial Decisions
27
Characteristics Of Managerial Decisions(cont.)

• Lack of structure
• the usual state of affairs in managerial decision
  making
• programmed decisions - decisions that have been
  encountered and made in the past
• have objectively correct answers
• are solvable by using simple rules, policies, or
  numerical computations
• nonprogrammed decisions - new, novel, complex
  decisions having no proven answers
• decision maker must create or impose a method for
  making the decision

28
Characteristics Of Managerial Decisions (cont.)

• Uncertainty and risk
• certainty - have sufficient information to
  predict precisely the consequences of ones
  actions
• uncertainty - have insufficient information to
  know the consequences of different actions
• cannot estimate the likelihood of various
  consequences of their actions
• risk - available information permits estimation
  of the likelihood of various consequences
• probability of an action being successful is less
  than 100 percent, and losses may occur
• good managers prefer to manage risk

29
Characteristics Of Managerial Decisions (cont.)

• Conflict
• opposing pressures from different sources
• occurs at two levels
• psychological conflict - individual decision
  makers
• perceive several attractive options
• perceive no attractive options
• conflict between individuals or groups
• few decisions are without conflict

30
An Overview Of Planning Fundamentals

• Planning
• the conscious, systematic process of making
  decisions about goals and activities to be
  pursued in the future
• importance of formal planning has grown
  dramatically
• Basic planning process
• Step one situational analysis
• a process planners use, within time and resource
  constraints, to gather, interpret, and summarize
  all information relevant to the planning issue
  under consideration
• study past and current conditions, and forecast
  future trends
• focuses on internal forces and influences from
  the external environment

31
An Overview Of Planning Fundamentals (cont.)

• Basic planning process (cont.)
• Step two alternative goals and plans
• generate alternative future goals and plans to
  achieve them
• goals - targets or ends the manager wants to
  reach
• should be specific, challenging, and realistic
• should be acceptable to those charged with
  achieving them
• plans - the actions or means intended to achieve
  goals
• identify alternative actions, needed resources,
  and potential obstacles
• single use plans - designed to achieve goals that
  are unlikely to be repeated in the future
• standing plans - designed to achieve an enduring
  set of goals
• contingency plans - actions to be taken when
  initial plans fail or if events in the external
  environment require a sudden change

32
An Overview Of Planning Fundamentals (cont.)

• Basic planning process (cont.)
• Step three goal and plan evaluation
• evaluate the advantages, disadvantages, and
  potential effects of each alternative goal and
  plan
• prioritize those goals
• consider the implications of alternative plans
• Step four goal and plan selection
• identify the priorities and trade-offs among
  goals and plans
• leads to a written set of goals and plans that
  are appropriate and feasible within a predicted
  set of circumstances
• scenario - narrative that describes a set of
  future conditions
• a contingency plan is attached to each scenario

33
An Overview Of Planning Fundamentals (cont.)

• Basic planning process (cont.)
• Step five implementation
• plans are useless unless they are implemented
  properly
• managers must understand the plan, have the
  necessary resources, and be motivated to
  implement it
• implementation likely to be more successful if
  managers and employees have participated in the
  previous planning steps
• the plan should be linked to other systems in the
  organization
• Step six monitor and control
• must continually monitor the actual performance
  in relation to the goals and plans
• develop control systems to take corrective action

34
Decision-Making Stages And Formal Planning Steps
General decision- making stages
Specific formal planning steps
35
An Overview Of The HR Planning Process
36
The Global Environment

• Global environment
• becoming more integrated than ever before
• World Trade Organization (WTO)
• rules apply to over 90 percent of international
  trade
• has 144 member nations, including China
• moved from reducing tariffs to eliminating
  nontariff barriers
• International Monetary Fund (IMF)
• established by the United Nations
• has 184 member countries

37
The Global Environment (cont.)

• European unification
• European Union (EU)
• allows goods, services, capital, and human
  resources to flow freely across national borders
• goal is to strengthen Europe as an economic
  superpower
• Maastrict Treaty
• agreement to adopt a common European currency
• Euro
• impact of EU is hard to predict
• Fortress Europe may restrict trade with
  countries outside of the EU

38
The Global Environment (cont.)

• Pacific Rim
• important economic players include Japan and
  China
• four tigers - Korea, Taiwan, Singapore, and Hong
  Kong
• Asia-Pacific Economic Cooperation (APEC)
• trying to
• reduce trade barriers
• establish general rules for investment
• develop policies that encourage foreign
  investment
• holds promise in facilitating and strengthening
  international business relationships
• member countries represent 40 percent of the
  worlds population and 50 percent of the worlds
  economic output

39
The Global Environment (cont.)

• North America
• North American Free Trade Agreement (NAFTA)
• an economic pact that combined the economies of
  the U.S., Canada, and Mexico
• constitutes the worlds largest trading bloc
• provides access to previously protected markets
  in each country
• Mexico will have to bolster its infrastructure
  and take care of troubling environmental issues
• Border Environment Cooperation Commission (BECC)
  - addresses environmental concerns of communities
  on the border

40
The Global Environment (cont.)

• Rest of the world
• globalization has left out three huge,
  high-potential regions
• Middle East
• Africa
• Latin America
• these regions have a major share of the earths
  natural resources

41
Conventional Organization Chart
42
The Vertical Structure (cont.)

• Delegation
• assignment of authority and responsibility to a
  subordinate
• can occur between any two individuals in any type
  of structure with regard to any task
• responsibility - assignment of a task that an
  employee is supposed to carry out
• should delegate enough authority to complete the
  task
• accountability - expectation that employees
  perform a job, take corrective action when
  necessary, and report upward on the status and
  quality of their performance
• managers remain responsible and accountable for
  their own actions and those of their subordinates

43
The Vertical Structure (cont.)

• Delegation (cont.)
• advantages of delegation
• permits getting work done through others
• manager saves time
• manager frees herself/himself to devote energy
  to other important, higher-level activities
• provides subordinates with more important jobs
• provides subordinates with the opportunity to
  develop new skills and to demonstrate potential
• from the organizations perspective, jobs are
  done more efficiently and cost-effectively

44
Steps In Effective Delegation
45
Diversity Today

• Diversity
• broad term used to refer to all kinds of
  differences
• members of different groups share common values,
  attitudes, and perceptions
• there is still much diversity within each group
• U.S. businesses must learn to manage a diverse
  workforce
• Managing diversity
• must be aware of characteristics common to a
  group
• must manage employees as individuals
• must support, nurture, and utilize these
  differences to the organizations advantage

46
Components Of A Diversified Workforce
Gender
Age
Racial and ethnic minorities in the United States
Other Religious affiliation Veteran
status Sexual orientation Expectations and
values Lifestyle Skill level Educational
level Economic class Workstyle Function and/or
position within the company
Immigrants
Physically and mentally disabled
47
How Effective Is Your Diversity Program?
Very Effective 8
Somewhat ineffective
Effective 22
8
48
Diversity Today (cont.)

• Size of the workforce
• U.S. civilian labor force is expected to reach
  158 million by 2010
• slowing in both the number of people joining the
  labor force and the rate of labor force growth
• U.S. traditionally had a surplus of labor
• number of jobs created expected to exceed the
  growth of the labor force
• employers likely to outsource some work

49
Diversity Today (cont.)

• Workers of the future
• until recently, white, American born males
  dominated the U.S. workforce
• now, they only account for 15 percent of the net
  growth

50
Women In The Workforce

• Women make up about 47 percent of the workforce
• 99 percent of women will work for pay at some
  point in their lives
• Overall labor force participation rate of women
  continues increasing while the participation rate
  of men declines
• The long-term increase in the female labor force
  largely reflects the greater frequency of paid
  work by mothers
• Today, 40 percent of multiple job holders are
  women
• One of every five married women who works outside
  the home earns more than her husband

51
Minorities And Immigrants

• Nonwhites make up about one-third of the growth
  rate in the workforce
• Ethnic Americans now comprise nearly 25 percent
  of the total population
• By 2020, most of Californias entry-level workers
  will be Hispanic
• English has become the second language for much
  of the population in California, Texas, and
  Florida
• The number of foreign-born U.S. residents is at
  its highest level in U.S. history (one in ten
  residents)
• The younger Americans are, the more likely they
  are to be persons of color
• 6.8 million people in the U.S. identify
  themselves as multiracial

52
Percentage Of Minority Managers
53
Vision

• Vision
• a mental image of a possible and desirable future
  state of the organization
• having a vision and communicating it to others
  are essential components of great leadership
• the best visions are both
• ideal - communicates a standard of excellence and
  clear choice of positive values
• unique - communicates and inspires pride in being
  different from other organizations

54
Vision (cont.)

• Important points about visions
• a vision is necessary for effective leadership
• a person or team can develop a vision for any job
• many people, including managers who do not
  develop into strong leaders, do not develop a
  clear vision
• Visions can be inappropriate
• may reflect merely the leaders personal needs
• may ignore stakeholders needs
• the vision must change when circumstances change

55
Leading And Managing

• Ability to lead effectively sets excellent
  managers apart from average ones
• managers deal with ongoing organizational
  activities
• planning and budgeting routines, structuring the
  organization
• leadership includes orchestrating organizational
  change
• creating a vision for the firm and inspiring
  people to attain it
• management and leadership are both vitally
  important
• supervisory leadership - provides guidance,
  support, and corrective feedback for day-to-day
  activities of work unit members
• strategic leadership - gives purpose and meaning
  to organizations

56
Leading And Following

• Organizations succeed or fail because of how well
  followers follow
• effective followers
• are capable of independent thinking
• are actively committed to organizational goals
• are enthusiastic about ideas and purposes beyond
  their own self interest
• master skills that are useful to the organization
• hold performance standards that are higher than
  required

57
Power And Leadership

• Power
• ability to influence other people
• Sources of power
• legitimate power - leader has organizational
  authority
• employees are obligated to comply with legitimate
  orders
• reward power - leader has control over valued
  rewards
• coercive power - leader has control over
  punishments
• referent power - leader has personal
  characteristics that appeal to others and make
  them desirous of the leaders approval
• expert power - leader has knowledge that others
  feel will be of benefit to them

58
Sources Of Power
Power
59
Traditional Approaches To Understanding
Leadership

• Leader traits
• trait approach - focussed on individual leaders
  to determine the personal characteristics that
  great leaders share
• characteristics that distinguish effective
  leaders
• drive - characteristics that reflect a high level
  of effort
• leadership motivation - they want to lead
• integrity - actions correspond to words
• self-confidence - expectation that one is able to
  overcome obstacles and make good decisions in the
  face of uncertainty
• knowledge of the business - ability to interpret
  information
• ability to perceive the needs of others and to
  adjust ones behavior accordingly

60
Traditional Approaches To Understanding
Leadership (cont.)

• Leader behaviors
• behavioral approach - sought to identify what
  behaviors good leaders exhibit
• task performance - leaders efforts to ensure
  that the work unit reaches its goals
• focus on work speed, quality and quantity of
  output, and rules
• group maintenance - actions taken to ensure
  satisfaction
• develop and maintain harmonious work
  relationships
• leader-member exchange theory - focuses on the
  leaders behavior toward individuals
• focus is primarily on group maintenance behaviors
• potential for cross-cultural differences

61
Traditional Approaches To Understanding
Leadership (cont.)

• Leader behaviors (cont.)
• participation in decision making - leader
  behaviors that managers perform in involving
  their employees in making decisions
• autocratic leadership - makes decisions and then
  announces them to the group
• democratic leadership - solicits input from
  others
• uses consensus or majority vote to make the final
  choice

62
Traditional Approaches To Understanding
Leadership (cont.)

• Leader behaviors (cont.)
• effects of leader behavior
• decision styles
• democratic approach resulted in the most positive
  attitudes
• autocratic approach resulted in somewhat higher
  performance
• laissez-faire - leadership philosophy
  characterized by an absence of managerial
  decision making
• characteristics of the situation, leader, and the
  follower determine the appropriate
  decision-making style

63
Behaviors That Companies Want Employees To Exhibit
Companies must motivate workers to
64
Setting Goals

• Goal setting theory
• people have conscious goals that energize them
  and direct their thoughts and behaviors toward a
  particular end
• Goals that motivate
• goals should be acceptable to employees
• goals should be challenging but attainable
• goals should be specific, quantifiable, and
  measurable
• Limitations of goal setting
• individualized goals create competition and
  reduce cooperation
• single productivity goals interfere with other
  dimensions of performance

65
The Consequences Of Behavior
Behavior
66
Understanding Peoples Needs

• Content theories
• indicate the kinds of needs that people want to
  satisfy
• the extent to which and the ways in which a
  persons needs are met or not met affect her/his
  behavior on the job
• Maslows need hierarchy
• human needs are organized into five major types
• physiological - food, water, sex, and shelter
• safety or security - protection against threat
  and deprivation
• social - friendship, affection, belonging, and
  love
• ego - independence, achievement, freedom,
  recognition, and self-esteem
• self-actualization - realizing ones potential

67
Understanding Peoples Needs (cont.)

• Maslows need hierarchy (cont.)
• postulates that people satisfy these needs one at
  a time, from bottom to top
• people motivated to satisfy lower needs before
  they try to satisfy higher needs
• once satisfied, a need is no longer a powerful
  motivator
• not altogether accurate theory of human
  motivation
• nonetheless, made three major contributions
• identified important need categories
• helped to think in terms of lower- and
  higher-level needs
• increased salience of personal growth and
  self-actualization

68
Understanding Peoples Needs (cont.)

• Alderfers ERG theory
• postulates that people have three basic need sets
• Existence needs - material and physiological
  desires
• Relatedness needs - involve relationships with
  other people
• satisfied by the process of mutually sharing
  thoughts and feelings
• Growth needs - motivate people to productivity or
  creativity
• satisfied by fully utilizing personal capacities
  and developing new capacities
• postulates that several different needs can be
  operating at once
• has greater scientific support than Maslows
  hierarchy
• both theories remind managers of the types of
  reinforcers or rewards that can be used to
  motivate people

69
Comparison Of Maslows Need Hierarchy And ERG
Theory
70
The Contributions Of Teams
Effects on organizations
71
Benefits Of Groups

• Benefits derived by organizations
• groups have greater total resources than
  individuals do
• groups have a greater diversity of resources
• groups can aid decision making
• Benefits derived by members
• a group is a useful learning mechanism
• a group can satisfy important personal needs
• group members can provide one another with
  feedback
• identify opportunities for growth and development
• train, coach, and mentor

72
The New Team Environment

• Definitions
• working group - collection of people who work in
  the same area or have been drawn together to
  undertake a task
• do not necessarily come together as a unit and
  achieve significant performance improvements
• team - small number of people with complementary
  skills who are committed to a common purpose,
  common performance goals, and a common approach
  for which they hold themselves mutually
  accountable
• real teams are more fully integrated into the
  organizational structure
• authority of teams is increasing

73
The New Team Environment

• Managers determine and plan the
• work
• Jobs are narrowly defined
• Cross-training is viewed as
• inefficient
• Most information is management
• property
• Training for nonmanagers focuses
• on technical skills
• Risk taking is discouraged and
• punished
• People work alone
• Rewards based on individual
• performance
• Managers determine best methods

• Managers and teams jointly determine
• and plan the work
• Jobs require broad skills and knowledge
• Cross-training is the norm
• Most information is freely shared
• Continuous learning requires training
• for all
• Encourage and support measured risk
• taking
• People work together
• Rewards based on contributions to the
• team and individual performance
• Everyone works to improve methods
• and processes

74
Improving Communication Skills

• Improving sender skills
• presentation and persuasion skills
• redundancy - state your viewpoint in a variety of
  ways
• powerful messages are simple and informative
• writing skills - require clear, logical thinking
• strive for clarity, organization, readability,
  and brevity
• first draft rarely is as good as it could be
• be critical of your own writing
• language - word choice can enhance or interfere
  with communications
• consider the receivers background and adjust
  your language
• learn something about foreign language for
  overseas business

75
Improving Communication Skills (cont.)

• Nonverbal skills
• signals other than those that are spoken or
  written
• can support or undermine the stated message
• nonverbal cues may make a greater impact than
  other signals
• can send a positive message with nonverbal
  signals by
• using time appropriately
• arranging the office to foster open communication
• remembering your body language
• facial expression and tone of voice
• Nonverbal signals in different countries
• need to correctly interpret the nonverbal signals
  of others

76
Improving Communication Skills (cont.)

• Improving receiver skills
• listening - good listening is difficult and not
  nearly as common as needed
• reflection - process by which a person states
  what s/he believes the other person is saying
• listening begins with personal contact
• good listening leads to development of trust
• listening more important for innovation than for
  routine work
• reading - reading mistakes are common and costly
• read memos promptly and carefully
• note important points for later referral
• read materials outside of your immediate concerns

77
Ten Keys To Effective Listening
1. Find an area of interest 2. Judge
content, not delivery 3. Hold your fire 4.
Listen for ideas 5. Be flexible 6. Resist
distraction 7. Exercise your mind 8. Keep
your mind open 9. Capitalize on thought
speed 10. Work at listening
78
Managing Change

• Organizational change is managed effectively
  when
• the organization is moved from its current state
  to a planned future state
• the change works as planned
• the transition is accomplished without excessive
  costs to the organization or to individual
  organizational members
• People are the key to successful change
• people must take an interest and active role in
  helping the organization as a whole
• permanent rekindling of individual creativity and
  responsibility should be a consequence of change

79
Managing Change (cont.)

• Motivating people to change
• people must be motivated to change
• people often resist change
• general reasons for resistance - arise regardless
  of the content of the change
• inertia - people dont want to disturb the status
  quo
• timing - managers should introduce change when
  people are receptive
• surprise - resistance is likely when change is
  sudden, unexpected, or extreme
• peer pressure - work teams may band together in
  opposition to change

80
Managing Change (cont.)

• Motivating people to change (cont.)
• change-specific reasons for resistance - arise
  from the specific nature of a proposed change
• self-interest - fear that something of value will
  be lost
• misunderstanding - people may resist because they
  dont fully understand the purpose of the change
• different assessments - employees receive
  different - and usually less - information than
  management receives
• such discrepancies in knowledge cause people to
  develop different assessments of proposed changes
• management tactics - many fail to commit
  employees to change
• force the change on employees
• do not provide the necessary resources,
  knowledge, or leadership

81
Reasons For Resistance To Change
General Reasons For Resistance
Resistance to Change
Change-specific Reasons for Resistance
82
Implementing Change
Unfreezing (breaking from the old ways of doing
things)
83
Characteristics Of Controls