Visit emeraldpublishing. Abstract Purpose — This paper intends to open up the debate on the influence of language on the way multinational companies manage their subsidiary operations. Findings — The authors we propose an integrative model that consists of two coupled vicious cycles: the communications cycle — composed of the eight aspects of the language barrier — and the management cycle.
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Contact us. To rent this content from Deepdyve, please click the button. Rent from Deepdyve. Share feedback. Change is usually traumatic, completely unknown and saying goodbye to the former organizational process can be somewhat difficult for embrace by the employees in the organization. Resistance to change is never a barrier to change management. In fact, it is important to understand that the barriers that make it difficult to implement change are usually the reasons behind the resistance to change.
What we do
That change is a necessary part of life means businesses must embrace it without excuse. The top management always have the idea that a certain change need to be implemented to enable the organization to accomplish set strategic goals.
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But no matter how necessary the change is, it will be difficult for an organization to implement the planned strategic change successfully if barriers to change do exists. In this case, it is necessary to break all the barriers for successful planning and implementation of the change.
Why Change is Always Necessary
Conducting a baseline assessment is an ideal process that will help any organization to identify potential and actual barriers to change. Barriers will always crate a gap in recommended and current practices, eventually having a negative effect on the daily production process of the organization. To prevent this from happening, it would be appropriate to pinpoint on the major barriers to change as well as knowing how stay clear of them.
Once you know how to solve these barriers, it should be easy to plan and implement change. The most common barriers to change implementation are often the following. This is perhaps the most common barrier to change management. Employees always have the fear of change, and unless they are involved in the change process, it is highly likely that even the most loyal member of your employees will resist the change.
The biggest mistake some organizations make is failure to involve employees in the change process. This spikes fear of the unknown, lack of desire to embrace a new culture and eventually a complete barrier to the change. Your efforts to introduce change can only succeed when you get employees involved in the change process as much as possible.
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Getting the employees involved means listening to their opinion, accounting for their output and assuring them that the change is for the good of all in the organization including them. Providing relevant, sufficient resources to drive them towards change will be a necessary thing to do, so that they are comfortable and ready to adjust to the new development within the organization. Some organizations have no effective communication strategy. In fact, some top leaders always assume that once they announce the change, people will adjust and be ready to get started with the new development.
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This is the silliest way to introduce change, hence forceful resistance to the change. CEOs should stop making announcement and introduce strategies. Employees do not need to know about the change only. They need to know how the change will affect them as well as how they will adapt to the change. Sometimes the planning team totally has no idea that the change will affect people. Of course, the team at this state will only concentrate on planning administrative structure, work area responsibilities, job responsibilities as well as work reporting structure.