IntroductionThat Heal Medical Facility was tasked with finding a solution to the high overtime payments made to staff members, which were putting a strain on the institution's budget. He determined that adjustments to organizational culture were necessary for this issue to be adequately addressed. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay Implementing the changes was met with resistance because of the very organizational culture she identified. This is likely due to the fact that organizational culture is a set of shared assumptions that guide what happens in organizations by defining appropriate behaviors for various situations (Ravasi & Schultz, 2006). These assumptions are shared, not to mention the fact that they are benefiting financially from the current system, which means that opponents would do so united. The manager decided that the solution can be found in purchasing a biometric watch. In essence, he was suggesting not to believe the time logs kept by the front door staff who were responsible for recording the arrival and departure times of employees. Having an electronic means of monitoring or recording eliminates the possibility of collusion between workers and constitutes objective and accurate record keeping. It was entirely possible for front door staff to work in tandem with other workers allowing them to log additional hours and therefore share overtime pay. The Board of Directors' directive required full compliance with the use of the biometric time clock by the majority of employees (except those in top management). According to the “Policy Manual” for The Hands That Heal medical facility, page 35 (1) it states that “All staff members must use the timekeeping mechanism in place to ensure proper monitoring of employee working hours ”. However, GPs and GPs rightly refused to undergo the scan during normal working hours beyond overtime. This has put it in conflict with the HR and Finance sections of the institution as there is no clear record of the actual hours worked by an employee. According to the institution's organogram attached to this document, the working hours of employees must be verified by the respective section heads. That is, the nursing supervisor certifies hours for nurses and ancillary personnel, the hospital administrator certifies hours for drivers, maintenance unit, and security personnel, and the chief of medical staff certifies hours for medical officers, laboratory supervisor, radiographer. Following certification of the hours by the respective section heads, the request forms must then be forwarded to the Human Resources Department for a second certification. Subsequently the forms are submitted to the Hospital Director for his approval. The Hospital Director's approval is integral, because such approval is the authorization that the Financial Controller requires for payment processing. In the latest payroll cycle for the month of March 2018, the Hospital Director has explicitly clarified in the overtime records for Medical Directors and Specialists must demonstrate commitment from the relevant officers to use the biometric fingerprint scanner digital for the following month's overtime, otherwise the hours declared as overtime for the following month will not comeelaborate. Also in this case there was a non-compliance regarding the overtime requests for the month. Therefore, the decision was made not to accept the requested overtime hours. Body"After living with their dysfunctional behavior for so many years (a sunk cost if ever there was one), people become committed to defending their dysfunctions rather than changing them." — Marshall Goldsmith Mojo. Implementing change is met with resistance because any action outside the norm takes individuals out of their comfort zone and it is this uncertainty that forces individuals to resist change. When you add to this the fact that adhering to the change would have significant negative financial impacts, this resistance is amplified. There are five individual sources of resistance to change: habit, security, economic factors, fear of the unknown, and selective processing. Robbins, S. & Judge, G. R. (2017) 14th edition. These will be examined in more depth to see how they apply to this situation. A habit develops when the complexities of life force one to rely on programmed responses also known as habit. When a change is introduced in this routine, our human instinct pushes us to respond in our usual ways, which is described as deviant behavior and becomes a reason for resistance. When the habit is shared by multiple people within an organization, it becomes part of the organizational culture of that group of individuals. In the examined situation, most workers were already in the habit of having their human colleagues record their working hours. The resistance to switching to an electronic means of recording arrival and departure from work strongly suggests that they were not actually recording the hours for which they had requested overtime. If they were, then it wouldn't matter what was used to record their times; the hours worked would still remain the same. The custom, therefore, was for them to work as a unit to obtain undeserved additional income. The use of an electronic monitoring system removed the confidence they had that they could continue their plan to steal from the company. Employees with a high need for safety are likely to resist change because it threatens their sense of safety and forces them to leave their jobs. comfort zone. In most cases safety refers to issues such as safety of employment or safety of conditions of service. If management attempts to implement certain policies or regulations that staff members deem threatening to job security, conditions of service, benefits, and so on, management will encounter severe opposition to any changes deemed a threat. In this case the security at risk is that of the additional income that everyone enjoyed thanks to overtime. There is no way to determine exactly how much officers would stand to lose in additional revenue. But it's clear that whatever it is, they're not willing to hand it over to management. It can arguably be said that it is not just the loss of this additional income that staff members fear; they are also afraid of what other possible measures management might put into effect that would be detrimental to their status quo. This fear of the unknown is really very powerful because they are not aware of what the management mindset might be. In their state of mind, they are considering the possibility that if Management applies the first change, it will be the first of a series of other changes, although they may not be introduced immediately but are still in the pipeline. Fear of the unknown creates.