Section B, Group 6

Prateek Chander Tiwari (190201072)

Ritvik Jaiminy (190201081)
Sakshi Shah (190201089)
Saurabh Kumar (190201093)
Siddhant Yadav (190201105)
ORGANIZATIONAL BEHAVIOUR
AND RESISTANCE TO CHANGES
IN MALAYSIA’S COMMERCIAL
BANKING INDUSTRY
ABSTRACT

01 02 03 04 05
Manager’s Organizational Aspect of Job Satisfaction Cause and effect
engagement outcome of resistance to and Turnover of Employee
towards negative attitude. changes. correlation. dissatisfaction.
employees in an
organization.
 Bank X was established in Malaysia in 1975, sixth
largest bank in the region.

Investment banking, commercial banking, retail

BACKSTORY financing, and related financial services.

Mr Simon, who previously worked in another

bank, as the new general manager.

The staff did not like his attitude and twenty

people ended up resigning.
 The general manager of the DSS unit.

26 years of experience in the banking industry.

Previously held a clerical position.

SIMON
Furthered his education by enrolling in diploma and degree courses.

Highly determined and energetic with dedication and punctuality.

Achieved high turnover.

Habit of claiming others work

 Senior executive and subordinate of Simon.

25+ experiences in banking industry.

ALEX Well-educated with a master’s degree from UK.

Likes conflict-free and peaceful work environment.

Annoyed and dissatisfied with Simon’s negative attitude.

ATTITUDE VS Negative
Feelings
PRODUCTIVITY

Negative Managers vs Negative

Thoughts Subordinates Behavior

Decreased
productivity
& job
satisfaction
NEGATIVE ATTITUDE EFFECTS

Wasted Time

Stuck creativity &

Loss of Loyalty Negative Impact on Innovation
Employees.
Decreased Job
satisfaction.
Negative perception
on Manager
Decreased Productivity

Loss of good
Lower Morale
employees
 Items

20% 10%

10%

SIMON'S
60%
NEGATIVE
ATTITUDES
The information I get about my work is used to criticize people more than to improve operations.

When a mistake is made, the style is “criticize first and get the facts later.”

An employee here is usually wise to hide mistakes from management since his future may be at
stake.
Continually find things to complain about and exaggerate the seriousness of Mr. Y’s mistakes
 Items

10% 10%

20%

ALEX’S JOB 50% 10%

DISSATISFACTION

Leadership skills of your immediate supervisor

Mangement and professional skills of your immediate supervisor
Conflict resolution skills of your immediate supervisor
communication between you and the immediate supervisor
Immediate supervisors'trust in fellow coworkers
FINDINGS

Simon’s negative attitudes Both people do not Low leadership Poor management and
are correlated with Alex’s communicate well after accomplishment. leadership could discourage
job dissatisfaction. confrontations. employees from working.
ISSUES

 Failing to provide constructive criticism on

employee
 Penalizes employee for unreasonable matter
 De-motivates employee
RESISTANCE TO CHANGE

New staff New technology

New vision or goals Change in Funding

 New ideas promote employees to grow.

RESISTANCE TO
CHANGE People protest imposition of changes.

Any change needs to be discussed at

three levels: organisational, individual
and team or group level.
LEVELS OF CHANGE

Organizational Level – Most resistance Individual Level – Helps mould Team/Group Level – Teamwork develops
occurs at organisational level. Managers personalities. Change produces a reaction organisational goals. Enables them to
need to take charge and lead by example. which helps in career growth contribute so modification can be fast.
RESISTANCE BY EMPLOYEES

Poor communication

Lack of understanding of the vision and the need for changes

Comfortable with the status quo and fear of the unknown

Fear of job loss

RESISTANCE BY MANAGERS

loss of power and control

Overload of current tasks, pressures of daily activities, and limited

resources

Lack of skills and experience in managing the change effectively

Fear of job loss.

SOLUTION

Two-way
Give satisfactory Give employees
communication
opportunities for appropriate leadership
enhances employee
growth and promotion or motivation training
engagement

Possess a strong Build a typical corporate Focal point for top

feedback system culture performing employees
 The way an organisation handles issues affects organisation’s performance as well
as employees’. Leaders should encourage employees and avoid demotivating
attitude to ensure a better work environment.

Emotional intelligence is the most crucial aspect that should be observed by

everyone in an organisation. A high positive level of emotional intelligence
establishes a high level of organisational citizenship behaviour, which further
increases organisational performance.
CONCLUSION
Training assessment and evaluation of employees are very important as it guides
them to learn as well as support the team members at the workplace, while they
continue to attain the organisational goals, vision, and mission.

Training provides employees with a chance to learn coaching, guiding and

motivating techniques that can be used to improve the team members; creating a
supportive work environment for the group members further ensures emotional
intelligence development and elimination of negative attitude in the workplace.