User talk:DennyKyaloh

Supervisory management

Primary reasons why people resist change in an organization According to Todnem (2005) loss of status and job security within the organization is also another reason why people might resist change in most cases, the employees or managers will find themselves resisting change especially if they find that the change will affect their job security. Change resistance might also occur whereby the technological or administrative changes within an organization may have a resulting effect of either cutting or reducing the position of an employee. One of the primary reasons why people resist change is due to the fear of the unknown. In other situations employees might resist change due to the fear of failure. At times, job changes may make employees to have doubts in the capabilities that they have in performing their job duties (Cameron & Green, 2015). Further, the less team members know about the impact of a change, the more fearful they become and this might result into change resistance. Employees might also resist change due to peer pressure. They might resist change with the aim of protecting the interests of a group that they are in.at times they might be compelled to resist change so that they protect the interests of their co-workers. Finally employees might also resist change due to developing trust issues (Todnem, 2005). Trust is a fragile asset that can easily be harmed and this might make employees to show resistance especially when a change is being implemented. Ways a team leader can ensure that change is acceptable at least not resisted One of the ways that a team leader can ensure that a change is acceptable is through ensuring that he or she comunicates to others about the change. Proper communication is a necessary aspect when looking into change issues (Todnem, 2005). Employees or other team members needs to be aware of change issues within an organization, through doing this, it is possible to develop trust and confidence and thus ensuring that change is accepted within an organization. Training employees is also another way that can be used by employees within an organization to effectively manage change. Training employees is necessary as it helps to ensure that they get the necessary skills that they require to manage the changes being made. Another way that leaders can use to ensure that they effectively manage change in an organization is through developing a change management plan (Cameron & Green, 2015). Developing a change management plan is necessary to ensure that the levels of resistance to change are minimized. According to Cameron & Green (2015) in order to successfully manage change, it would be important if it is recognized that no organization can remain constant and that change is necessary. Therefore, team leaders should focus on maintaining a positive attitude so that they can effectively manage change. Further, team leaders should ensure that they look for new ways to manage change this is important in ensuring that change is accommodated well within the organization. Formal and informal groups Within an organization, formal groups are the ones which are created within the organization with the main aim of accomplishing a specific task within the organization. They are forced with a deliberate purpose and its life depends on the sole purpose for the formation of the group. It is well defined and the relationship between the members is highly professional. On the other hand, informal groups are created by the employees themselves for their own purposes. They are formed on voluntary basis and in some cases they are very small in nature. The importance of the formation of the informal groups is in most cases given to individuals. The stracture of the group is ill defined (Jones et al, 2016). Generally formal groups are developed with the aim of achieving the main goals, vision as well as mission of a group. On the other hand, informal groups are ones that have been initiated with the aim of coming up with strategies to develop and maintain personal interests as well as the groups. Formal groups fulfill the interest of the organization on the other hand; informal groups fulfill the interest of the individual members in the organization. Importance of leadership in formal and informal groups The main objective of leadership either in informal or formal setting is to articulate the goal(s) and influence other people to pursue the same goal(s).The importance of leadership as to do with given a sense of direction to other people within the same environment. For instance, a leadership demands that an individual should be able to encourage other people within group setting to achieve particular visions. Leadership comes with authority which enables the leaders to be in a position of decision making. Informally leadership helps an individual to listen to the views of every individual before making decisions. In this sense, leadership people within the group to show respect on the authority because of the ability to influence things logically and positively (Mueller, 2015). Leadership is also important in promoting better communication within group members. Formally, people are supposed to be involved in decision making process. During such process showing leadership skills helps in fostering communication among group members. In the decision making process individuals can be given a chance to give their view on particular issues which helps in making better decisions.

References Todnem, R. (2005). Organizational change management: A critical review. Journal of change management, 5(4), 369-380. Cameron, E., & Green, M. (2015). Making sense of change management: a complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Jones, H., Sakyi-Dawson, O., Harford, N., & Sey, A. (2016). Linking formal and informal financial intermediaries in Ghana: Conditions for success and implications for RNR development. London, UK: Overseas Development Institute. Mueller, J. (2015). Formal and informal practices of knowledge sharing between project teams and enacted cultural characteristics. Project Management Journal, 46(1), 53-68.