Stakeholders will be more able and willing to embrace change when they feel secure and can trust their supervisors to provide support during the change process. Other techniques including negotiation, coercion, and even manipulation are generally detrimental and should be viewed only as "last resorts," to managing change (Umbreit, 2007 p
The existing academic literature on organizational change and development has been characterized by many confusing and contradictory theories and research findings regarding the process of change management and its success. These contradictory and confusing theories emerge from the fact that existing academic literature is drawn from a broad range of theoretical perspectives and disciplines, which generates complexities (Barnard & Stoll, 2010)
In concurrence with academic literature, practitioner literature cites resistance to change as a major contributor to such failures. Many authors contend that the failure of many programs and efforts towards organizational change and development is attributable to resistance to change (Manuela & Clara, n
identification, development, and selection. Therefore, the main focus of this process is to determine the most suitable alternative to solve a problem or issue (Mykkanen & Vos, 2015, p
Actually, scholars agree that there is need for a more nuanced outlook of this issue in order to generate conclusive factors that generate it. The resistance to change, which partly hinders the success of organizational change and development programs, is attributed to issues related to employees (Pieterse, Caniels & Homan, 2012, p
e. analytic and experiential or incremental decision making processes (Sipp & Carayannis, 2013, p
The hospital crisis in this case requires the adoption of Shackleton style of leadership to get things done. The new manager should set his goals clear, stay focused, and be ready to pay the final price for it (Browning, 2007)
He, however, failed to realize that individuals have their problems to handle which must be addressed to meet the work requirements. In the same vein, it is clear that whenever issues of mutual benefit happen to coincide; both parties are willing to deliver (Jones, 2010)
Where possible, it is important to have each of the parties play a role in determining the middle ground on which to operate. What was required of the new manager was to input some effort that would help him get in touch with the employees (Rogers, 2012)
It seems transformational leadership applies to Moldowsky the most. This theory emphasizes that a leader must hold a vision and mission that surpass the interpersonal relationships or the compensation of a job perfectly done (Ledlow & Coppola, 2011)
This is supported by the fact that Moldowsky is primarily driven by a desire to do good to others and for humanity. Under the transformational leadership design, Moldowsky treats all employees in an equal, friendly manner and with excellent communication skills acceptable to all (O'Brien, 2011)