OCB final exam

1. Name: SALIM BAJUBAIR Final Exam Course: GMBA 631
Basic Human Processes
Coping with organizational life: Emotions and Stress
In a contemporary world and work rhythms, employees face numerous challenges at
multiple fronts mainly arising due to extra ordinary demands, pressures and higher
expectations. These rising challenges badly affected human life in organizational
framework. Contemporary businesses have become highly advanced due to
improvements in the business processes and professional activities so as their demands
form workforce increased manifold. Though aim of the businesses is to remain realistic
and let employees manage workload, on the contrary these expectations have generated
affective and emotional dissonance among employees at different levels. The growing
variation between the business demands and employee emotional experiences leading to
affective disturbance, high mood swings, unadapting behavior and stressful life,
consequences of the same have become quite prominent in the businesses and
diminishing performance indicators of the employees.
Emotional Dissonance
Emotional dissonance is a theory which focuses on the inability to express what the
person actually feels; this stage usually arises from stress and workload making an
individual unable to express actual feelings. The life of today’s employee is significantly
different from the traditional employee, who were characterized by the less stressful and
more productive, their lives were peaceful and workout was high. These changes in the
world of employee stress management have been igniting from the technology
development and modern man attitude and life expectations. Demands and lives of
today’s man are far more materialistic and unease as compared to the former employees.
In today’s business world, human output is compared with the mechanic universe and
they are running behind the modern employee have been blindly following paraphernalia
of the world. This mechanic world has made it difficult for the human being to settle
down due to which human beings are continuously in transformation.
There is consensus of the scholars that stress affects millions of people in the world and
major cause of the brain ham bridge and neuro related problems. Employee are concerned
with lot more issues e.g a) will they be able to maintain their job b) will thye come up to
expectation of their seniors c) will they be able to keep their homes d) will they be able to
do their job perfectly etc. There are number of symptoms of the stress at the workforce
which would be discussed in the later part of this paper. Some of the symptoms are so
serious that they can claim a life of a person if not dealt properly. Stress affects human
life both physically and mentally. Individuals working in the stresses conditions have
complained of the increased heart rate, irritation, headaches and pain in the body. People
employed at sensitive positions or where the workload is high normally faces these
situations. Further, coworkers, unrealistic expectations, extra workload and poor time
management can lead to stress and conflicts (Jones, 2013).

2. According to the article in the telegraph, real causes of stress are jealousy, rivalry and
competition among employee. As per the article, slight increase in the stress lead to 7.2
weeks reduction in the lives of the average human being. Further, increased competition
can lead to reduction of life up to 2 years due to high stress. In the article, 144 composer
of the opera were assessed who were born in 19th century, it was revealed that due to
fierce competition between them, some of the composers became victim of nervous
breakdown and depressions. According to them, competition is a positive but it has a
negative side as well i.e it cause immense stress and nervous breakdown.
Most of the IT and financial treasury businesses and companies where work life is
constrained to software making and running portfolio and managing pressures, stress is
very common and it has affects life badly due to continuous mental strain. Stress
aggravates when competitors start comparing each other lives and wealth. According to
the researchers, Chopin and Liszt were friend once but suddenly became an enemy of
each other because of competitive nature of the place where they used to life and
relationship ended into unpleasant and vindictive mode. Studies reveal that competition
and wide variation in the economic benefits lead to negative effects on the health and
lead to stress which at times become uncontrollable. Dr Borowiecki revealed that
depression which leads to epidemic proportion mainly associated with the cities where
the employees live in. As per the Doctor, in such as highly digital world, it is difficult to
measure how detrimental geographical concentration can be especially due to the work
related stress (Dobson, 2015).
Affective Event theory & symptoms of stress
Affective event theory outlines the factors that relates to emotional reactions on the job
and their subsequent impact on the performance of an individual. Selye was the first to
define different phase’s body experience during the high stress or in a reaction to a threat.
In the first phase which is regarded as the alarm reaction wherein body reacts to the stress
or an emergency. In the first stage, digestion process slows down, heart beat fastens, and
blood pressure starts increasing and breathing become rapid. Whole body system starts
responding to the emergency and combine energy to fight to the emergency. In the
second stage, body resists to the stress and continues it till the time it is overcome or the
energy of the body diminishes. In the third stage, body exhausted and when all the energy
is depleted stress dominates the body and results in the mal functioning such as heart
ailment, high blood pressure, strokes and ulcers. It is advised that stress is managed
between first or second stage otherwise it would become detrimental to the health of the
person.
Reitz define stress symptoms as hazardous for the human body because they are
uninvited and demand unusual action from the body. According to him, when human
beings are unable to respond to situation properly, they start experiencing issues such as
negativism, boredom, dissatisfaction, fever, anger and depressions. These feeling are
abnormal and can lead to heart attack, strokes and high blood pressure.
Managing Stress
Managing stress in today highly competitive world is very challenging for the businesses.
HR managers are very much concerned with their employee’s health and have been

3. endeavoring to remove stressed scenarios from the job routine so that employees are
peaceful and calm. HR managers have a dual responsibility on their shoulders i.e they
have to manage their stress and also manage stress of their subordinates and workers.
Though many articles were written on reducing stress but most effective way would be
looking for approaches to optimize stress. Scholars believe that challenges are to
minimize distress and maintain eustress. According to them following situations can lead
to series of paradoxes and demand equilibrium.
 Uncertainty causes stress but high certainty causes over control
 High responsibility can lead to distress but if reduced can lead to insignificance.
 Performance evaluation can lead to distress but if reduced can lead to
performance concerns.
 Ambiguous roles can lead to distress but unambiguity would lead to fewer
performance and output.
Senior management must adopt a mechanism to deal with the stress conditions. There are
three possible ways to address the stress situations a) treat symptoms b) replace the
person c) remove stress causes. If the employee is already facing the stress then it is
recommended to focus on the first situation. Second situation is recommended to train
staff to manage stress and develop skills to overcome it. Third stage is good to reduce the
situations which cause stress.
Further, HR staff must focus on following areas to help their staff to reduce stress:
 Clarify assignments, jobs and expectations from the staff.
 Delegate power to the staff to effectively complete their job.
 Goals must be clear to employees as what is expected from them.
 Enforcement of policies must be strict so that no abeyance is observed (Walonick,
2014).
Individual processes
 Motivations in Organizations
It is a dream of every organization to be successful in this competitive world. Companies
strive to retain dedicated, skilled and competent workforce in order to be successful.
Retaining employees is a big challenge these days because of wide range of opportunities
and growth chances. HR managers across the globe have been experiencing difficulty as
how to motivate staff especially the ones who are backbone of the business. Globally

4. efforts are being done to have a positive relationship with the employees so that they
remain attached to the business and motivated. In pursue of success, organizations design
policies and strategies to remain competitive and increase organizational performance,
still very few organizations consider their employees a true strength and asset of the
organization. If workforce is not motivated and dedicated then it is very difficult for the
business to attain level of excellence or success.
Every employee and individual has a different mix of skills and abilities; some enjoy
sense of security whereas others are driven by the achievement and goals. Contemporary
HR managers not only predict but also devise strategies to control employee behavior and
understand the psychic of the employee. Therefore it is very important for the HR
managers not only to understand what employees want but also how to retain them. Just
asking an employee about his/her feelings about the job doesn’t really fulfill the
requirement of human development (Dobre, 2013). For the purpose of analysis, we have
selected two motivational theories and experienced their practical implications in the
world.
Expectancy theory
Vroom developed this theory and called it theory of work motivation. Theory defines
three major components of the motivation i.e valence, instrumentality and expectancy.
These three variables define the motivation at the workplace. Valence was earlier
designed by Lewin wherein he stressed on the affective orientation of the outcomes and
focuses on the role of the human resource in generating business for the organization.
Positive outcome means employee are dedicated and motivated to perform certain task
and take the initiative to create goodwill for the business whereas in negative outcome,
employee don’t take tasks seriously and are not motivated. There could be many reasons
of employee not being motivated and determined.
We can take the example of Microsoft and Apple; where employees when interviewed
revealed that they would work for the business even if the salaries are cut because they
feel that it is the right place for them to work and they were so motivated that they refuse
to switch under any condition. This form of motivation extends to the organizational
citizenship or organizational commitment. Board’s oversight and HR policies have made
these organizations worth serving.
Vroom further stresses that person’s satisfaction can vary to large extent. Anticipated
expectation of the employee is considered valence whereas actual satisfaction is the
outcome of the value. Expectancy theory further stress in the level of motivation of an
employee as is of the view that all outcomes are neither positive nor negative. Theory
focuses on developing motivating factors in the organization so that employees are
dedicated and productivity is high. Expectancy theory is being applied in number of
organizations and is used as a string tool to encourage employee to work for the
betterment of themselves and business. Second factor of the theory was instrumentality
which states that linking the outcome of one event with the other. It states that outcome
would be positive if the employees feel motivated and dedicated whereas the outcome
would be negative if the situation is otherwise. It further stresses that all negative
outcomes in the business can be eliminated if the negative employees are either made

5. positive or leave the business because negative cannot produce positive results (Johnson,
2010).
Equity Theory
Equity theory was presented by john Adam who was a psychologist by profession.
Adam’s theory extends beyond the individual and self and extends to group and presents
comparison of the people and situation. As name implies, it equates situations and events
and result in the fairness, biasness and equity in the organization. As per the theory,
employees compare themselves with other coworkers and if they are treated fairly
without any prejudice they would be highly motivated and go beyond the job descriptions
and would take the ownership of the business, on the contrary there would be a conflict in
the employees and high de motivation. Employee measures the level of fairness in the
policies and reacts accordingly.
It is not the rewards only which motivate a person; if extra benefits are given to an
employee in a same cadre with normal skill set then there would be sense of being treated
unfairly in the organization, which would result in high de motivation. Sense of equity is
pre requisite for the employee motivation. There have been cases reported in the history
where employees were given different pay rise despite being awarded the same grade and
performance appraisal. This resulted in high de motivation among employee which
consequently led to union strikes and ultimately business shut down. The case of the
business went into courts where it was decided by the court that employee mistreated
employees without any logical reasons and ground. Hence, business had to bear extra
cost of millions of dollars to compensate those who were unfairly treated. There are
several other examples of such type of behavior in the world where organizations
suffered a huge loss (Johnson, 2010).
There is a direct relation between the product innovation and employee motivation. It is
assumed that only motivated employees would produce remarkable results. In Asda, UK.
Strategy was designed to overcome employee de motivation by awarding them so as to
motivate them towards innovation because of the rising competition and augmented
marketing approach of the business. But strategy failed because employee motivation had
become the biggest hurdle in the way of success of the business. Finally firm had to shut
down one of its product line because employees were not ready to work. It was assumed
that innovations would attract more customers and bring in business but nothing
happened. On the other hand, Marks and Spencer innovated and introduced new product
due to higher satisfaction level and motivation of the employees. Hence, it can be said
with greater authority that only motivated and dedicated workforce would produce extra
ordinary results.
Interpersonal Processes
 Conflict, Cooperation, Trust and Deviance
Conflict is an unavoidable among human beings. Whenever two or more groups or
entities come together for particular goal or objective, relationship might become fragile
at times and results into conflicts. Conflicts are not always bad, many a times conflicts
bring positive results and healthy conflict is always encouraged. Organizations in the

6. world encourage positive conflict and reduce the elements of negative conflict as it may
harm an organization. Conflict is basically defined as differing interests among human
being. Organizational theorists are interested in examining the conflicts in the
organizational setting. It has been observed that in few industries, lower level employees
have been burdened with the intensive work and Managers had always pressurized them
for more and more. Keeping in view this brutality, line staff and clerical employees have
joined together to form unions so that their interests are safeguarded and not violated.
Emergence of union is another debatable topic but unions have considerably worked hard
to safeguard the interests of the employees at lower level. Now there are very less stories
related to inequality with the lower staff (Rahim, 2007).
There could be several reasons of conflicts such as differing tasks, value system, beliefs
and opinions. Following are few sources of conflicts based on the experiences, beliefs
and values.
Affective conflict:
This type of conflict occurs only when two or more interacting parties realize that their
views, feeling or emotions are incompatible and no peaceful resolution of the conflict is
possible. At times these conflicts end up in negative consequences or loss of resources or
value system. These kinds of conflicts are also termed as “psychological conflicts”.
Pelled defines it as a condition where entities have interpersonal clashes which results in
anger and frustration (Pelled, 2010).
Substantive Conflict:
This type of conflict takes place when two or more parties disagree on particular issue.
This type of conflict is commonly known as task conflict and tasks are the major source
of conflict. Hammer & organ defines this as “disagreement among parties over task being
performed, such as disagreement over selecting ways to the achievement of sales targets
(Kutcher, 2005). The difference between affective and substantive conflict is this that
former ones are based on emotions and feeling whereas later one based on tasks (Pelled,
2010).
Conflict of values
Source of conflict is the differing value/ideological system of two or more different
parties. The situation could be a disagreement between supervisor and line staff over an
issue of compensation. Exploitation cases have been registered in few countries where
lower level employees are not compensated as agreed and they face discomfort at the
time of receiving their compensation (Oklahoma, 2013).
Conflict and Competition
Difference between conflict and competition is really confusing. Following distinctions
would highlight the difference between conflict and competition. According to Boulding,
conflict is a subset of competition that exists between two or more parties and is
incompatible between both. Conflict is a situation of competition where parties are aware
of differences about future positions (E.Boulding, 2009). According to this theory, all

7. incompatible situations lead to competition but when parties are aware of incompatibility
and interfere to attain the goals which are mutually exclusive. Example can be best
understood as: Golf is a competitive game whereas football is conflicting game.
Competitive behavior is always regulated but conflicting behavior is not regulated. In
game theory, labeling the three different points along cooperative and competitive
continuum might work better to facilitate the understanding of the differences.
Purely cooperative conflict is rare, example of it could be a situation where lost child
searching for his parents or a situation where subordinate is trying to convince a
supervisor about the assignment he/she did. Competitive conflicts are termed as zero sum
because one party gains while other party losses. It is also termed as negative sum game
because of the gain to one party is matched to loss of other party. In real life, finding
purely cooperative or competitive conflict is rare however mix of both can be seen.
Majority of the conflicts are mixed in nature.
Conflict management- Solutions
There are mainly five major conflict resolution techniques such as competing, avoiding,
collaborating, accommodating and compromising.
Collaborating
It is a win-win situation for everyone involved in the conflict. In this, teamwork and
others maintain a proper relationship while achieving goal. It is a positive way to resolve
conflicts and no one loses anything.
In the following situations, this method is fruitful.
 There is high level tension
 When manager or individual avoid responsibility
 When others want to share your powers/ownership
 When working in tense environment
Compromising
It is a situation where both parties give up something to reach to some conclusion. Theme
behind this is to win something while losing something. It is a best way to achieve
common good and must be used in following settings:
 When all parties are equally motivated for a particular goal or objective.
 Settings where time is short and parties agree over intermediate solution.
 Goals are important
Accommodating
One party accommodates other by suffering a loss and allowing other party to win. In
this, common purpose is more important than any other thing. This solution is best in the
following settings:

8.  When issue for one party is not that important as compared to other.
 When one party admits that they are wrong.
 When one party is willing to let other party learn and enjoy success
 When one party knows that it is weak and cannot win.
 When relationship is important then business
 When achievement of goal is important then wining of other.
Competing
It is the opposite of accommodating, rather than letting other one to win you want to win
and other has to lose. When goals or objectives are important and one wants to win at any
cost. This resolution technique is best under following settings:
 When one party knows that they are right and other is wrong
 When quick decision is required due to shortage of time.
 When there is a matter of your rights.
Avoiding
In this situation, there were no winner and no loser because parties avoid engaging in
these kinds of conflicts. Parties take this view that it’s not the right time to resolve issue.
Parties avoid conflict by withdrawing and postponing it. This technique is best in
following settings:
 When the relationships are important then conflict.
 When there are other more important issues that need attention.
 When any party doesn’t have any power of resolving issues.
 When emotions of one party are involved.
 When information is needed (Mobilizer, 2012).
Influence Processes
 Power: Its uses and abuses in an organization
Powers is defined as the ability to control, monitor and govern people. It can also be
defined as the ability to cause or prevent any event. It is not easy to define the limitations
of the power when it is not restricted by the business law or constitutional guidelines.
Chances of power being misused increases when it is concentrated into few hands only

9. that may include the individuals or leaders of any political party. The power can easily be
abused in case of no accountability, no submission to the rule of law and less legitimate
acts of running the state. The roots of the power abuse can be found in the excessive
concentration of power in one person who may look at things at his/her own level. It
becomes imperative to consider that the over-concentration of power may lead to the
autocratic and oppressive political culture in an organization. The unchecked powers
make an individual as the only one involved in doing all rights and wrongs (Zhuang,
2010).
The power is something which can lead to many destructive decisions and
deleterious mindsets if not managed properly. Every dictator whether in the country of in
a business has a unique style to rule but the characteristics of dictatorship are the same.
The same acts of brutality, torture, no freedom of expression, minimum opposition with
huge oppression are some of the gifts by a dictator. It is evident that 20th century is the
most terrible era of human brutality and cruelty. Many people killed and businesses
winded up because of the brutal decisions and dictatorship. So if such dictators rule in
21st nuclear weapon century, human civilization will never be alive. That is why United
Nations (UN) passed a bill to achieve nuclear-free world so that threat can be undermined
(Palmer and Glen, 2011).
Social websites, Electronic and print media have changed the whole scenario of global
and business politics. Now information is easily accessible in all over the world with the
help of internet. Education, Media and internet are the main factors which brought in
democracy in the world and businesses. Businesses which did not adhere to the power
misbalance have been actively involved in the power equilibrium.
Abuse of Power
Lots of articles were written on the abuse of power, one of the most relevant and
pertinent article written on leadership and abuse of power talks about power and its
misuse. Article states that it is up to the leader of the business as how he/she uses power,
leader can wither use power to serve people’s interest or can use power for his/her own
gain at the expense of the employees. Worst part of the power is when leaders become
intoxicated to it and do unethical and illegal tasks to satisfy themselves. In business,
leaders and top management personnel at times uses their power which ends up giving
them lucrative benefits at the expense of the business. This form of personal gains are
highly discouraged, leaders do this because they feel that they are boss and have all the
authority to do anything anytime. It is common in businesses that leaders/managers who
are generating business revenue feel themselves unaccountable and do transaction at the
cost of the business.
It’s not the businesses only where abuse of power can take place, it could take place
anywhere. But wherever it takes place, ultimately business suffers and leaders gain,
consequently reputational risk to the business takes place. According to a great Greek
orator and statesman, Demosthenes, “Every dictator is an enemy of freedom, an opponent
of law” (Zhuang, 2010), clearly states the position of a dictator in any business or state
(Gill, 2012). Dictatorship refers to a form of business or a government in which all

10. absolute powers are vested either in one person or a small group of people with less
constitutional restrictions. The origin of dictatorship dates back to 501 BCE (Fridell,
2008) and is derived from a Latin word ‘Dictator’ that was actually a title awarded to a
temporary magistrate in the Roman Republic. The magistrate/dictator was granted
immense powers and authority to deal with any crisis and to manage the issues of the
state (Encyclopaedia Britannica, 2012). He was not responsible to answer for his actions
and had the right to make changes in the Roman law. However, they had no access to the
public money and their tenure was limited to only six months (Freeman, 2008).
The enormous power with minimum or no accountability may lead any dictator towards
the violation of human rights, suspension of certain civil rights and even towards some
acts of brutality. To remain in power, all means are used without any consideration
towards the stability and progress of state organizations (Banfield, 2012). Unlike
democracy, where all leaders are elected by the public with constitutionally restricted
power, dictatorship allows a single person to implement his decree without any
consultation and binding by legislature or judiciary. The dictator with his absolute power
does not have to go through the advisory or approval process. The orders are issued with
no efforts to convince anyone regarding its consequences. The absence of any checks and
balances paves the path for him to easily misuse his powers even for personal gains
(Fridell, 2008).
Organizational Politics
Politics is everywhere regardless it is an organization, business and private
concern. Politics can be very nasty because in it people promote their self-interest and
damage the reputation of the business. Self-interest centered politics would affect
negatively the performance of the business and cooperation among employees. Some of
the large organizations in the world have endeavored to eliminate unions and politics
from organizations but most of them have failed. At some places, politics is governed by
the external stakeholders whereas at other places internal business environment nurture
politics in the business. Witt conducted a research in the businesses to understand reasons
of politics in businesses and was surprised to see that most of the respondent replied that
only lethargic employees promote politics within an organization to gain benefits and
avoid work. He surveyed many people and noticed that high performing employees were
less interested in the politics and was concentrated in their work.
It was concluded that abuse and concentration of power in the business takes
place because of the will of the stakeholders and it is the duty of the leaders to work hard
to eradicate the causes because most of the time politics and abuse of power results in
under performance and loss of business. Another article written on the idea of “why
companies fail” wherein author has taken an example of General motors and shared the
reasons of stock price decline and company’s resistance to change. It was revealed in the
article that GMs stock price declined due to power game in the company, where unions
and other stakeholders exerted pressure through outside sources which shifted the
company’s attention from core business to tackling other non-core issues. This power and

11. blame game consumed most of the senior management’s time. Hence, attention shifted
from business to union issue resolution. As per the article, it was deliberate attempt to led
don some of the seniors, from juniors and even a large business like GM could not resist
against it, so what to talk about small business. Hence, it is recommended that power and
blame game must be eradicated from the business so that business could do what it is
formed for (Mcardle, 2012).
Change
 Managing organizational change
In order to remain competitive and successful, organizations change continuously
to adapt to the evolving business environment. It is true for every kind of businesses
regardless of the nature because everywhere customers, markets, external stakeholders
and regulator demands are changing all the time. While dealing with the organizational
change, it is imperative to analyze reasons of change, change agents, results of the change
and possible resistance to change. Every time when change is brought in, it is anticipated
as what could be the impact of the change? Who would benefits, why would benefit and
how to overcome barriers to change. Brining change has never been easy because results
are uncertain and unpredictable. Hence, all the stakeholders fear that they might lose their
jobs/business if the change is not successful etc. basic challenge in brining change is to
convince stakeholders and gaining their cooperation. This is by far the largest and most
challenging aspect of the change process. Well planned strategy needs to be designed in
order to make the change effective and result oriented. There are mainly three important
processes in the change process such as content of change, process of change and change
agents.
Content
Content of change addresses questions such as reason and subject of change
process. Purpose and subject of the change process has been addressed at the senior
management level. Content results from thorough analysis and evaluation of the change
process. While planning for change, the purpose causes, and possible results are
discussed so as to ensure that content of the change is lucrative for the business. It is
usually carried out at the board or senior management level and same is translated down
the line to the employees.
Process
Process refer to how the change would be brought in and how will it be
implemented. When change is brought it, pre-defined logical framework concerning the
purpose and consequence analysis of the change is implemented. All the senior
management has to be do is to organize the process and ensure that all the necessary
exercises for the change have been carried out in a well-defined manner. It is pertinent to
note that process define the success of the change process because effective layout of
process would result in successful results.
Change agent

12. Change management refers to the team or a person who would be looking after
change process and implement the new process. Role and duty of the change manager is
very important because he/she is the one who has to bring in change while ensuring no
interruption in the current business process. Change agent decides the role of the
departments and coordinates with the Senor management, IT and HR department to bring
in change in the business. He/she would decide as who should take a lead in the change
and what should be the role of every department in bringing in change. In the case of
Tasco wherein change was brought in few years ago, Senior mananegemnt at Tesco
worked hard to appoint change agents who have good relations with the department
heads and people and entrusted them with the job to ensure smooth switchover from
existing systems to the proposed systems. Though, this was very difficult task foe the
change managers because employee resisted it heavily and was not ready to change
because of the fear that they would not be required for the business. It was very difficult
for the change managers to convince employees that there would be no hazard to their
jobs and change would bring in more opportunity for them to grow. Change manager tool
considerable time just to council employees that change would develop them and
business and automation wouldn’t replace them. Hence, it is the duty of the change
agents to ensure that all the possible ways are assessed before brining change into a
business (Tasco, 2015).
Causes of resistance to Change
It is unavoidable for any organization to change because change brings in new
ideas, thoughts, and business opportunity. There could be many reasons of change such
as incorporation of new technology, revised staff roles, acquisition or merger with new
business, complying with regulator’s demands and changing demand of customers etc.
Change often bring in new business opportunities but most of the time is criticized from
stakeholders especially employees. There could be many causes of resistance; some of
the prominent ones are as follows:
Poor communication
Change is always driven from senior management or the decision makers. It is
their duty to take on board all the stakeholders and pass the information to them as why
change is necessary and how would it adds value to the business. Many a times,
information regarding change is not disseminated as desired which creates rift,
uncertainty and ambiguity among staff members. Poor communication or miss
communication can be the biggest hurdle in the process of change.
Self Interest
Ego is another critical component in the successful implementation of the change
process. Some stakeholders want status quo whereas other prefer to change. Those
enjoying powerful positions in the business would be reluctant to change because of their
ego and fear of losing power to govern. It is observed over a period of time that
employees acting for their self-interest are the biggest hurdle in the way of change
process because of their preferences to themselves rather than for the business. Hence,
these kinds of hurdles must be managed properly and effectively.

13. Feeling Excluded
In order to bring in positive change in the business, it is the duty of the leadership
to ensure that all the employees and stakeholders are taken on board and provide them an
opportunity to listen their views and ideas about change. Allowing everyone to
participate in the change process would provide them chance to own the change. Those
who feel not being part of the change would always try to create hurdles and make the
change failure for the business.
Lack of Trust
Trust is a foremost tool to bring positive change in the business. When members
of an organization ca not trust each other then it would difficult for the senior
management to make the change successful for the business. Lack of trust creates rifts
and ascribes change as the threat to their jobs and business. Hence, lack of trust results in
non-cooperation, distrust and rifts among those who are entrusted to bring in change.
Lack of skills and training
Usually change fails because of dearth of training among employees and their
inability to deal with the change process. This is another hurdle in the process of bringing
in effective and sound change. It is recommended that appropriate trainings be provided
to the staff to ensure that they are active part of the change (Brookins, 2014).

14. Works Cited
Anonymous.(2013,June 12). Defining Conflict.RetrievedJanuary29,2014, from CSU Pomano:
http://www.csupomona.edu/~msharifzadeh/chapter11.html
Brookins,M. (2014, September1). WhatCauses Resistanceto Changein an Organization?
RetrievedJune 25,2015, from Small Business:http://smallbusiness.chron.com/causes-
resistance-change-organization-347.html
Dobre,O.-I.(2013, January1). Employee motivationandorganizationalperformance . Reaser,p.
53.
Dobson,R. (2015, April 18). Stresscaused by bitter rivalry led to prematuredeathsof leading
19th century composers,study suggests.RetrievedJune18,2015, fromThe Telegraph:
http://www.telegraph.co.uk/news/science/science-news/11547257/Stress-caused-by-
bitter-rivalry-led-to-premature-deaths-of-leading-19th-century-composers-study-
suggests.html
E.Boulding,K.(2009). Organization and conflict. New York:Michigan.
Johnson,C.R. (2010, June 12). A Comparison of Tipped and Non- Tipped Hours.RetrievedJune
20, 2015, fromEmployee Motivation:
http://etd.fcla.edu/CF/CFE0000847/Johnson_Catherine_R_200512_MS.pdf.pdf
Jones,M. (2013, September21). Learning How to ManageStressin the Workplace.Retrieved
June 19, 2015, from Cornerstone:http://www.cornerstoneondemand.com/learning-
how-manage-stress-workplace
Kutcher,E. J.(2005, March 12). Workfamily conflict.RetrievedJanuary29,2014, fromSpringer:
http://link.springer.com/article/10.1007/s10869-005-8266-0#page-1
Larsen,a. (2012, January12). BusinessPsychology - LatestFindings.RetrievedJune 22,2015,
fromOrganizational Politics:http://www.businesspsych.org/articles/209.html
Mason, W. (2011, December13). Leadership and the abuseof power.RetrievedJune 22,2015,
fromWiseWolf:http://wisewolftalking.com/2011/12/13/leadership-and-the-abuse-of-
power/
Mcardle,M. (2012, March 2). Why CompaniesFail.RetrievedJune 22,2015, from The Atlantic:
http://www.theatlantic.com/magazine/archive/2012/03/why-companies-fail/308887/
McConnon,S. &. (2008). Conflictmanagementinthe Workplace.InS.&. Margaret, Conflict
management(p.144).London:How to content.
Mobilizer,M.(2012, September12). Conflictmanagementstrategiesand styles.Retrieved
January29, 2014, fromImprovinggroup,organizationalorteamdynamicswhenconflict
occurs: http://home.snu.edu/~hculbert/conflict.htm
Oklahoma,U.o. (2013, August12). Sourcesof Conflict.RetrievedJanuary28,2014, from Human
Resource:
http://hr.ou.edu/employee_resources/conflictresolution/SourcesofConflict.asp

15. Pelled,L.H.(2010). DemographicDiversity,Conflict,and WorkGroup Outcomes:An Intervening
ProcessTheory. NewYork:INFORM.
Pondy,L. R. (2006). Journal of Organizational Bahevior. Organizationalbehavior,257-261.
Rahim,M. A. (2007). ManagingConflictinOrganizations.InM. A.Rahim, Managing Conflicts (p.
310). London:QUORUM BOOKS.
Tasco. (2015, March 12). Managing ChangeProcesses.RetrievedJune 25,2015, fromTesco:
http://www.tacso.org/Capacity_Development/online_courses/cso_management_cours
e/csomt_14.pdf
Tosi,H. L. (2007). JamesMarch andHerbertSimon,Organizations.InTosi, Open SystemRational
Models(p.15). London:Oxford.
Walonick,D.S. (2014, March 12). Causesand Curesof Stress in Organizations.RetrievedJune 18,
2015, fromStress:http://www.statpac.org/walonick/organizational-stress.htm