The types of attitudes toward change described in this study refer to affective, cognitive and behavioral attitudes. The important question is which of the three attitude types is more critical. One common obstacle of change facing by organizational members is fear of the unknown or unfamiliar situation, where the cognitive mode can be an effective mode to be addressed first. This is because once a person has information and knowledge of the potential changes that to be made, his or her feelings toward change may be adjusted to favor such changes. It should also be noted that handling the cognitive component on attitude toward change can also be a daunting task if it is not well communicated, and this will be demonstrated by the action or behavioral mode of the person in responding to the changes. As such, this model provided a comprehensive approach in understanding the attitudes toward organizational change.The present research has several implications for managers. The findings showed that mercenary
I'm sure that's a really fascinating doctoral thesis you're working on there, Hngawtra, but do you think maybe you posted it to the wrong site?
Hngawtra. Do us all a favour and go get yourself jailed. Freaky tithead!
The types of attitudes toward change described in this study refer to affective, cognitive and behavioral attitudes. The important question is which of the three attitude types is more critical. One common obstacle of change facing by organizational members is fear of the unknown or unfamiliar situation, where the cognitive mode can be an effective mode to be addressed first. This is because once a person has information and knowledge of the potential changes that to be made, his or her feelings toward change may be adjusted to favor such changes. It should also be noted that handling the cognitive component on attitude toward change can also be a daunting task if it is not well communicated, and this will be demonstrated by the action or behavioral mode of the person in responding to the changes. As such, this model provided a comprehensive approach in understanding the attitudes toward organizational change.The present research has several implications for managers. The findings showed that mercenary