Management Case – to Avoid or Resist Activity
Q1: Its common for us to avoid or resist activity which is unpleasant or downright nasty. But why might there be resistance in organizations to whats beneficial to all hands: participative decision making? Yet we see resistance to decentralization and participative decision making from employees, managers, and cultural groups, and at various levels. Identify at least two reasons for resistance to participative decision-making as a human resources strategy. Relate an example, if you can from your own or observed organizational experience.
It is common, yet unfortunate that resistence in organizations exists even when what is being resisted is beneficial to all. As humans we will not change our habits, our beliefs or our behaviors even unless we have a certain motivation to do so. This is especially difficult to achieve especially when we are part of an organization where ranking and and positions may vary. Most of us resist change as it is, even if that change is for advantageous, unless of course there is come compelling reason. This may be more the case for those of a lower stature in an organization in resistance to those in management. In addition, those who are in management may feel superior or “too important” to work alongside those “beneath them” and thus the whole organization may suffer for a lack of unity and equal vision to achieve the same goal. As long as the perceived rewards of staying as we are remain greater than the rewards of changing, we will likely stay as we are. Or, as long as the perceived risks of changing are greater than the risks for staying the same, we will be unlikely to change.