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king to change. Human beings seek to create an environment that is safe and secure and change is a threat to this safe place. People need to be taught the new in a manner that deals with the stages that they are going to face as they change. People need to be motivated to change in order to unfreeze their current status. Once they accept the new they must again strive to set up their environment to be a safe and secure place which requires a new freezing at the new level.

So, basically, people resist change because it means a disturbance of the status quo, a threat to their vested interest in their jobs and an upset to their established ways of doing things. To tackle the management of change and its attending challenges, many authors have undertaken several researches to investigate the different facets and multi-dimensions of organizational change and change management. Several authors have come up with many other reasons for people’s resistance to change. Kotter and Schlesinger (1979), posits that people resist organizational change because of four reasons. One, parochial self interest (when employees’ focus is on individual best interest rather than corporate welfare, they put of resistance to change in form of political behavior or organizational factions). Two, misunderstanding and lack of trust. Three, difference in employee’s and management’s assessment of the change process and finally, low tolerance for change.

From Kotter and Schlesinger’s work, I can deduce that political warring and internal politics is one of the many ways people put up resistance to change and resistance to change is just one of the varied reasons why change efforts do not succeed; there have been several change initiatives that failed to produce desired result even in the face of the least resistance from employee (Kotter, 1995). Chaudron (2003) provides so many other reasons for failed organizational change efforts apart from internal politics. They include (1) Need-technique mismatch, (2) Failure to make systemic changes, (3) Over dependence on process teams and (4) failure to measure results to mention just a few. So Kotter and Schlesinger’s admittance of political behaviours as a possible deterrent to successful organizational transformation, does not provide an argument strong enough to conclude that internal politics and warring organizational factions is the major factor at the heart of unsuccessful organization change efforts.

Armenakis and Bedeian (1999) in “Organizational Change: A Review of Theory and research in the 1990s” also carried out a research to examine and review the theoretical and empirical organizational change literature available between 1990 and 1998. Due to the unwieldy volume of researches available within the period their review covers, they restricted their work to researches that focus on contextual issues that determine successful and/or unsuccessful change efforts and environmental (internal and external) conditions that impair or aid organizational changes. This I believe, helped them to highlight dominant perspectives and major findings in contemporary organizational change. In addition to this, they also reviewed empirical researches that focus on monitoring affective and behavioural reactions to change.

Armenakis and Bedeian specifically reviewed eight previous researches that investigated reasons for unsuccessful organization changes本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。