Organizational Change in Work Place
Annotated Bibliography
January 10, 2012 University of Phoenix

Abstract
The results of the article analysis found that organizational change is a very complex process. Leaders, managers, change managers and employees have a lot of factors to consider and find solutions for in order for a change to be successful. Some of the common reasons that caused changes to fail are; employee’s attitudes, lack of employee empowerment, forcing employees to change the status quo, employees felt threatened by the change, perceived loss of jobs, new boss, new responsibilities, employees don’t understand the intent of the change, change doesn’t make sense, past experiences and group dynamics play a part. Resistance can be overt or covert. The differences in value congruence and organizational culture of small working groups, the individual and the organization as a whole must also be considered. In order for the change to be a success the leaders must study, analyze, and develop the plan around these conditions. The plan has to be well thought out, the intent and goals understood by the employees, the employees should be involved, identify, fix, and solve conflict or resistance issues that form, and lastly the plan must be adaptable as the process of change occurs.

Annotated Bibliography
Bouckenooghe, D. (2010). Positioning Change Recipients’ Attitudes toward Change in the Organizational Change Literature. Journal of Applied Behavioral Science, 46(4), 500-531. Retreived January 12, 2011, from ABI/INORM Global. (Document ID: (253D7E9028BAF18).
Dave Bouckenooghe has a PhD, and is an assistant professor at the Business School of Brock University in Ontario, Canada. He teaches planned organizational change and strategic human resources management courses. The purpose of the article was to prove that there is a more complete typology of attitudes toward change. The author validates his purpose through discussion and analysis of 58 peer reviewed journal articles, ranging from1993-2007. The theory presented by the author is supported by his documentation and research. The information is specific and detailed; laying out the evidence and proof.
The author has completed a comprehensive analysis of his subject. The intended audience is those who study change behavior. The author provides a useful list of references. This article was very useful because it showed that the dynamics of the organization can help the change to succeed.

Dent, E., & Powley, E. (2003). Employees Actually Embrace Change: The Chimera of Resistance. Journal of Applied Management and Entrepreneurship, 8(1), 40-56. Retrieved January 27, 2011, from ABI/INFORM Global. (Document ID: 1177958021).
Dr. Eric B. Dent is the Executive Director, Doctoral Programs and Professor, Graduate School of management and Technology, University of Maryland University College. Edward H. Powley is a doctoral student in Organizational Behavior at Weatherhead School of Management at Case Western Reverse University.
The intent of the article was to look at the “resistance to change” from three perspectives: deconstruct the term, the term and its definitions are problematic, and study to show whether, how the term is actually operationalized and then to show that people may embrace change rather than resist it. The authors’ challenged the notion that people resist change, their study and analysis showed that for every negative comment about change they had 1.9 positive comments. They also concluded that there is no one right way for an organization to respond to resistance to change, instead it should respond with different techniques based on the situation and