The impact on the organization about the failing to change: many of the individuals in the organization have faced the change that was poorly managed and that change impacted on the individuals of the organization. In many situations the organizations face lose during the process of change and when the results are not good. Example: when the organization decides to implement some management soft ware in the organization for maintaining the productivity of the organization. The company pays thousands of dollars for this software and if they can not involve employees of the organization properly during the process of change then the costs will be suffered by the organization. Sometimes this software’s are not user friendly and companies conduct wrong analysis about the costs incurred during this change. Training is required for every member of the organization for understanding this software and when this is not conducted by the organization than the costs incurred by the organization go in waste (Parmesan & Yohe, 2002). Along with this the insecurities attached with the employees of the organization are present that impact on the level of productivity of the organization. If employees are not properly communicated and convinced about this kind of change that is conducted in the organization than the company can lack some skilled employees because they are not willing to work on this soft ware. The most common human nature details about the rejection to change because everyone wants to work under comfort zone and when this is not fulfilled then the employees leave the organization because they are not properly communicated and convinced about the change.
1. When the change conducted in the organization fails it can result in decreasing the overall performance of the organization.
2. It can impact on the skilful employees and they can leave the job because they have not fully adapted to the change.
3. Investors of the organization can place pressure on the organization about the failure of conducting this change (Savage, et al. 1999).