An Effective Technique For An Organization

To successfully implement change, employees need to understand how this will benefit them and impact their daily work. One of the things is that something might look good on paper can have drawbacks that are not realized by the planners, but can be easily identified by the employees who must implement the change. Therefore as a manager you need to bring the idea to the employees and get their feedback and continue to empower the employees to make the change that will work for them. Since change doesn’t happen overnight a manager needs to continually in monitoring the process and to assist the

Implementing change in an organization is complicated. It is important that a manager understands their role and responsibilities for which could very well be the success or failure of an organization. A manager should know how to handle staff resistance, and the areas that require change. There are processes that help management with assisting their staff members with adjusting to change and concentrate on the areas of importance. This process includes planning, assessment, implementation, and evaluation. The difference between a failed organization and a successful manager is when the manager has the ability to implement change with little disruption to

The more active the participants are in the planning, the less resistance there will be later (Sullivan & Decker). If staff does not trust leadership, does not share the organization's vision, does not buy into the reason for change, and aren't included in the planning, there will be no successful change, regardless of how brilliant the strategy (Goman, 2000). How people react to change is important to understand. Change takes an emotional toll on people, some more than others. It is important not to underestimate that toll and understand who will have a harder time adapting to change. Fear of change has many roots. Those roots can be a lack of trust, fear of failure, fear of loss of income or a belief that the change is unnecessary (Sullivan & Decker). By understanding the reason for the resistance a manager can help the employee overcome his or her fear and become a supporter of the change. The last two steps are to provide feedback mechanisms to keep everyone informed of the progress of change and evaluate the effectiveness of change (Sullivan & Decker). People need to be kept informed of the change process to minimize anxiety. Sometimes there are unexpected consequences to the change, and it is important to have a system in place for those consequences to be discussed and if needed more changes made in order to accommodate those consequences.

When an organization is implementing change, there is usually resistance from its members. The resistance is usually brought about by the members’ fear of the uncertainties related with the change. For instance, there are instances when some organization members fear that the changes might lead to them losing their jobs. In order to avoid such fears, leaders are supposed to employ innovation when it comes to implementing change.

A managers’ goal is to maintain a supportive role with the employees without causing chaos. The encouragement of employee participation will make he or she more likely to comply with changes because he or she will own part of the changes.

The key to effective change is identifying how different people perceive and adapt to change at all levels. Change management can be described as the development of new methods to improve the way in which an organization does business. I believe that change is the most important element in successful business management today. There are three ways of dealing with change: resisting, following, and leading. From my experience as a manager, you should always embrace a leadership role in managing change and understanding different approaches to change and why some individuals seem more receptive than others. One of the most important things that a manger can do is to alter/improve communications to leverage different

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

As a manager you deciding whether to make an innovative change within the workplace you must first ask yourself these important questions: 1. what is needed? 2. does the organisation currently have sufficient and suitable resources? 3. is external expertise required? 4. what consultative processes might be required? 5. how can resources and support be improved? 6. do staff know how to access or utilise resources? 7. is the environment conducive to the develop ideas and cope with change? 8. do employees know how important innovation and continuous improvement are? 9. do staff have the necessary skills to develop ideas and cope with change? 10. do staff feel safe enough to contribute toward innovation?

Personal impact and fear of change are not the only causes of resistance by individuals during a change to business practices. The lack of respect and negative attitudes can also lead to employees resisting business change. If an employee lacks respect or has a negative attitude towards a person or department leading the change, then there are more likely to oppose the new ideas being implemented. Poor communication greatly impacts individuals’ accepted to new practices in a company. Typically if an employee is given new behaviors to adopt, but is given no reason, then that employee may reject the change. Upper management must effectively relate the value, need and benefit of the change to help get employees on board with new changes. The lack of individual input can also lead to resistance. Some individuals feel the need to be included in new ideas. When employees are not asked to be involved in changes, they may lack the vision of importance or will to change. A heavier workload can also cause opposition among employees. Employees may not embrace more systems and requirements needed

In making a change there are factors that need to be considered such as preparing the employees for the change by interacting with them, ensuring that employees are ready to accept the change and making resources available for employee training, establishing a level of devotion needed, and what the requirements are for each employee to be successful. Managers will meet with employees to advise what the purpose of the change is. Feedback from the employees will be

People resist change because they fear its unknown consequences. How will the change affect them, their job performance, their relationships with other employees or with customers? How will it affect their earnings? One of the most effective steps in reducing resistance to change is to establish throughout the organization a shared understanding that a change is needed. Thus, before launching a new set of tools or a new method of working, managers should communicate clearly why the change is needed.

Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.

Change in business is good, but it 's seldom easy and can often be expensive. Managers are often drawn to change by imagining the possibilities and positive impact it can have on their organization. Before launching an idea, however, spend a little time wrestling with the costs and disadvantages also a part of the change.

As a business matures and evolves, it will experience change. Implementing change can be challenging therefore responsibility lies with the management team to develop a plan to efficiently introduce and implement change, which can ease the stress induced when change is introduced. The steps a manager must take to effectively implement change are clear. In order to effectively implement a change, an organization must asses the change that needs to occur, come up with a plan to implement the change, implement the change, and then evaluate the effects of the change in a timely fashion. In order to successfully implement the new change, the manager must be proactively involved in each step. By engaging employees, managers are able to use

In contrast, if the transformational initiative is carried out by change agents with whom employees are used to relate and with whom employees have developed certain customary work relationships, then the workers will be willing to help with implementing the change, will not display resistance, and will be open to more change. The fact that people tend to resist the change in human relationships and not the technical change was observed and confirmed by the above mentioned study as well as numerous others. If participation in change will be perceived by employees as a continuation or part of a normal, day-to-day behavior, then there will be no resistance.