Running head: SUPERVISORY MANAGEMENT

Supervisory management

Students name

Institutional affiliations
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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
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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.
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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.

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References
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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.