Question: Need more explanation and why for Question 2, Please explain some details about the resistance from the staff - explain the why for example; Avoid

Need more explanation and why for Question 2,
Please explain some details about the resistance from the staff - explain the why for example; Avoid using "etc" in formal writing;
Question 4 and 5 need more details - in terms of concrete actions
course, Management and Organizational Behavior
Need more explanation and why for Question 2,
Question 2: Three expected barriers to change are as follows: 1. Resistance from employees Whenever the company introduces change, employees are the ones who exert barriers to change. Thus, it is necessary for organizations to control employees while making changes in the organization. 2. Insufficient resources: Managing change is not an easy process. It requires several resources to successfully implement the change. These resources would include a team responsible for managing the change in the organization, capital, etc. Insufficient resources can prove to be a barrier to bringing successful change in the organization. 3. Inappropriate organizational structure: For the implementation of change in the organization, support from management is required. If the management is not available or if the management does not know their responsibilities associated with the change then successful implementation of the change in the organization would not be possible. 1 Question 4: Change The change manager should train all the stakeholders regarding their role in the change process. The change manager should communicate all the tenets of changes over the management information system so as to put a stop to the rumours. The change manager should determine theprocess flow chart for change and should implement the change accordingly. Question 5: Refreeze Once the change has been implemented successfully, the change manager should refreeze the processes and should ensure that the changes being bought in the company are practised company - wide

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