第一部分将分析为什么和如何发生在工作场所的电阻（威德尔，Sohal。1998）。而接下来的部分将讨论如何在文化的力量可以被用来限制性（gotsill，Natchez。2007）。第三部分将分析如何变革的阻力并不总是工作中的消极的东西（B，2012）。最后一段将呈现怎样的文化，太强会被证明是危险的或是有用的对一个公司（Janis，1972，页9）。
l员工抵制变革，因为他们中的许多人担心这会影响他们和他们的工作。员工也希望最少的工作得到最大的报酬，这就是为什么管理者需要创造和改变工作场所以提高员工的生产力。这些变化可能以配额、佣金等形式出现。电阻是有目的的，可以分为2种：有理电阻和非有理电阻。当一个工人对即将发生的变化的理性感知不同于承诺的结果时，就会出现理性的反抗。这可以在员工的心中疑问，会让他们想表达他们的关注或反对（Ansoff，1988）而非理性的阻力发生在个体劳动者提出变更，不影响本公司的经济状况。这可能发生在员工被要求搬家、与同事合作等等（贾德森，1966，PG 19）。在Stanley Milgram的研究中（1963），他展示了如何反抗权威发生。这显示了员工如何抵制管理层提供的命令变更。
如果使用得当，L培养可以用来限制变化的阻力。根据文本（gotsill，Natchez。2007），限制阻力的方法是实施新的工作文化。一个这样的例子是因为一个企业由于引入新的流程而导致的运输错误利润损失。因此，经理为每一次成功的发货带来了补偿和奖金，并对每一次不成功的货物的总赔偿额进行了扣减。结果，员工的失误大大减少，顾客满意度也提高了，士气也得到了提高。新技术引入到工作场所可能会被更年轻的工人，但是技术将由老一代工人所导致的抗变回这样做，因为他们更熟悉他们的旧方式。因此，经理必须找到一种方法来帮助老年人应付新技术。他们可以创造一种文化，给予那些帮助其他工人理解新技术的人，也给予那些成功地改进新技术的人。这些例子说明了一种文化如果正确使用，就能成功地限制阻力。
悉尼管理学assignment代写:文化与公司管理
Culture is a very powerful organizational tool that can make or break a company depending on how managers use it. Culture in the workplace can be described as the section of an establishment or a company’s working environment that integrates a set of beliefs, methods, or even thinking that has been created and passed down from one another in order to guide them (Gordon, 2002) while resistance to change in the workplace is any conduct that aims to maintain the current environment or statusin times of being pressured or being forced to be in an environment where it is not familiar to the person, and as such, wanting to alter the current status to the way it was before (Zaltman, Duncan, 1977). Examples of workplace culture can be the way that employees dress, the language that they use or maybe even the way things are done around the company.
The first section will be analyzing the why and how resistance in the workplace occur(Weddell, Sohal. 1998). And the next part will be discussing on how the power of culture can be used to limit resistance (Gotsill, Natchez. 2007). The third section will analyze how resistance to change is not always a negative thing in the workplace (Berube, 2012). The last paragraph will show how a culture that is too strong will prove dangerous or perhaps useful towards a company (Janis, 1972, pg 9).
l Employees resist change because a lot of them are worried about how it will affect them and their jobs. Employees also want the least work for the greatest pay, which is why management is required to create and make changes to the workplace in order to increase employee productivity. These changes may come in the form of quotas, commission and so on. Resistance occurs for a purpose, and can be divided into 2 which are rational resistance and non-rational resistance. Rational resistance occurs when a worker’s own rational perception of the change that is to occur might be different from the outcomes that were promised the promise, which, in this case is the management. This can cast doubt in the employee’s mind and will make them want to voice out their concern or stand in opposition (Ansoff, 1988) while non-rational resistance occurs when an individual worker is proposed to change that does not affect the state of the economy of the company. This can occur when employees were asked to move offices, working with a co-worker and so on (Judson, 1966, pg 19). In Stanley Milgram’s experiment (1963), he shows how resistance to authority occurs. This shows how employees resist the changes in command that are given by management.
l Culture can be used to limit resistance to change if used properly. According to the text (Gotsill, Natchez. 2007), a way to limit resistance is by implementing a new work culture. One such example is given where an enterprise is losing money due to loss in profit of shipping errors due to an introduction of a new process. As such, the manager brought in compensations & bonuses for every successful shipment and a deduction in the total compensation for every unsuccessful shipment. As a result, the employees significantly reduced the errors caused, increase in customer satisfaction and also, the morale is also improved. New technology that is introduced into the workplace may be embraced by younger workers, but the technology will be hated by older generation workers and will result in resistance to change back to the older ways of doing this as they are more familiarized with them. As such, manager must find a way to help the older generations to cope with the new technology. They can create a culture where compensation is given to those who help other workers in understanding the new technologies and also given to those who successfully show improvement to the new technologies. These examples show how a culture can limit resistance successfully if used properly.
