Ford has a rigid hierarchical pecking order that discourages sharing ideas and well-established leadership-training practices. Which cause of organizational resistance to change does this illustrate

culture

Explanation:

Organisational resistance to change occurs when employees fail to understand how they fit into way things are done in an organisation.

For example when there is need to change the job role of an employee from operations to sales. There may be a resistance to taking on the responsibilities of the new role.

Organisational resistance can also be in regards to a company that does not want to adjust to changing business climate.

In this scenario the rigid hierarchical pecking order that discourages sharing ideas and well-established leadership-training practices makes Ford resistant to needed change.

This is a cultural resistance because it is the accepted way of doing things in the company

1) the stages a new product goes through from beginning to end, i.e., the stages that a product passes through from introduction through growth, maturity, and decline. 2) the time from initial research and development to the time at which sales and support of the product to customers are withdrawn. 3) the period of time during which a product can be produced and marketed profitably.

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