Organizational Inherent Resistors

One of the essential facets of organizational management is to ascertain smooth transition amid organizational and individual resistance. Often, there are inherent resistors built into organizations resulting from organizations such as certification organizations, professional societies, and bargaining power. The purpose of this essay is, therefore to articulate the nature of these internal resistors that affect organizational change.

Professional societies– the core objective of professional societies is to ascertain that organizations provide exclusive quality of services or products as expected. They constrain an organization and guide it to operate in a certain manner. Sometimes these constraints act as resistance to organizational change since they are mandatory (Greenwood, Suddaby & Hinings, 2002). 

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Certification organizations– provision of services or production of products requires certification of registration. It is illegal for an organization to operate without a license. Respective government agencies and institutions normally issue such licenses. They determine the nature of business an organization ought to carry out. Any deviation from what is defined in the certificate is met with stiff objection from these certification organizations. 

Bargaining power- it is a relative aspect that determines the ability to influence change or insert influence on other organizations. An organization will face a challenge in trying to insert change where the competitors hold the bargaining power. 

Group inertia- groups tend to follow certain norms, culture or behavioral patterns strictly. Such groups might resist organization change due to the rigidity of the norms. Besides, the organizational culture can lead to organizational resistance to change. 

Structural limitations or rigidities– structural resistance is one of the common features of bureaucracies. It establishes limitations to change, such as routine, stability, set methodologies, and control factors. 

Conclusively, any organizational change is subject to resistance. Kasemsap (2017), argue is essential to consider applying effective communication channels, especially during consultation stages to ascertain the achievement of the desired outcomes and to minimize resistances or barriers towards a change.  The above discussions illustrate that there are inherent resistors built into organizations resulting from organizations. 


Greenwood, R., Suddaby, R., & Hinings, C. R. (2002). Theorizing change: The role of professional associations in the transformation of institutionalized fields. Academy of management journal, 45(1), 58-80.Kasemsap, K. (2017). The roles of organizational change management and resistance to change in the modern business world. In Organizational Culture and Behavior: Concepts, Methodologies, Tools, and Applications(pp. 1034-1062). IGI Global.

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