CAUSES OF WORKERS RESISTANCE TO CHANGE IN AN ORGANIZATION
ABSTRACT
This study examines the causes of workers resistance to change in an organization it is the contention of this study that one of the ways people react to change is resistance to change in an organization. Such factor as fear of security uncertainty, threatened expertise, disruption in social relationship may make workers to resist change in an organization. The data of study are collected thought data or questionnaire and secondary sources. However the questionnaire forms are the major instrument of data collection. This simple random sampling method is used to select the respondents for the study. In other to make change achieve its intended objective, change should be managed there are different strategies of managing change and among such strategies are, education, communication, participation, building of climate of trust and effective leadership. The adoption of particular strategies for managing change in the organization should be contingent on the situation of change.
TABLE OF CONTENTS
Title page
Approval (FOR HND ONLY)
Certification
Dedication
Acknowledgements
Table of contents
Abstract
List of Tables
List of figures
CHAPTER ONE
 INTRODUCTION
- Background to the study
- Statement of the problem
- Objectives of the study
- Research question
- Statement of the hypothesis (es)
- Scope of the study
- Significance of the study
- Limitations of the study
- Operational defininition of terms
CHAPTER TWO
LITERATURE REVIEW
2.1Â Introduction
2.2Â The review
2.3Â Summary of the review
CHAPTER THREE
RESEARCH METHOD
3.1Â Introduction
3.2Â Research design
3.3Â Population of the study
3.4Â Sample and sampling technique
3.5Â Instrumentation
3.6Â Method of data collection
3.7Â Method of date analysis
CHAPTER FOUR
DATA PRESENTATION ANALYSIS, AND DISCUSSION
4.1Â Introduction
4.2Â Data presentation and interpretation
4.3 Data analysis and hypothesis (es) testing
4.4Â Discussion of findings
CHAPTERÂ FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1Â Introduction
5.2Â Summary of findings
5.3Â Conclusion
5.4Â Recommendations
5.5Â Suggested areas for further studies
References
Appendices
CHAPTER ONE
INTRODUCTION
BACKGROUND TO THE STUDY
Change is an inevitable phenomenon in any organization. This was aptly observed that all organization are in a state of flux whether or not they want to recognize it and manager it, resist it or ignore it.
The manager that succeeds in managing his organization effectively is one that knows how to adopt and manage change in his organization. To survive dynamic competitive environment they must recognize the need for change.
The history of an organization is littered with the corpses of enterprises that failed to respond apposp the demand of the environment of chage.
The inevitability of changes was expressed, in the following by kolosa (1969).
We may not recognize it or other wise be of it, we may oppose it or we may even try to accelerate it, nomatter what our position may be, change make the course in the evaluation, of human effort.
Change may take place so slowly that it is not able to be seen in one generation or even two or more may occur with such rapidness that we are left some what breathless in the woke of were. The great challenge of management, today is to acceleration tempo of change that challenge, in an organization was socially put in the following words by peter (1980).
Turbulent market place, demands that we make innovation a way of life for every one must learn individual as an organization as vigorously as we fight it in the past.
People in an organization resist charge in different ways depending on how they perceive change. Thus, people’s resistance  to change can take the form of withstanding change. It is in view of this, that the study want to look at work’s resistance to change by using some selected banks in Edo North sartorial district as a case study and these banks are UBA, GTB, FIRST BANK and FIDELITY BANK.
