000			01934ntm a2200241 a 4500
001			vtls000083131
003			KUKTEM
005			20251117113245.0
008			141105t2013 my da f m 000 0 eng d
020			_aTHE0001528(Local)
039		9	_a201905271046 _basmadi _c201411131313 _dtraining1 _c201411051559 _dtraining1 _y201411051547 _ztraining1
040			_aUMP
090			_aHD58.8 .A45 2013 r Bc.
100	0		_aNur Amirah Roslan
245	1	0	_aManaging change resistance among employees / _cNur Amirah Roslan
260			_aKuantan, Pahang : _bUMP, _c2013
300			_axiv, 123 p. : _bill. (some col.) ; _c30 cm. + _e1 CD-ROM
502			_aProject Paper (Bachelors of Project Management with Honours) -- Universiti Malaysia Pahang – 2013
504			_aBibliography : p. 101-104
520	3		_aChange resistance among employees is a common phenomenon that can’t be avoid in any industry. Most of the employees, against organizational change because of many reasons. Some of the reasons are misunderstanding about the change, feeling uncertain with the change result, feel that the organizational change can threaten their status quo, hard to adapt with any changes, not ready to face change process, and dislike the change. In order to handle this resistance problem, management need to practice a good approach, so that, the employees will not continuously against the change. There are six situational approaches that can be practice by management in order to solve this problem. The six approaches are as follow; (1) education and communication approach, (2) participation and involvement approach, (3) facilitation and support approach, (4) negotiation and agreement approach, (5) manipulation and cooptation approach, and the last one is (6) explicit and implicit coercion approach.
650		0	_aOrganizational change _xManagement
999			_aVIRTUA40 _c5590 _d5596
999			_aVTLSSORT0080*0200*0400*0900*1000*2450*2600*3000*5020*5040*5200*6500*9992