Buss 661 Week 1 Assignment

The image concept that I would suggest for this company to follow is, The Change Manager as Interpreter. I chose this image because in the text, it states that, “the interpreter image to managing change places the change manager in the position of creating meaning for other organizational members, helping them to make sense of various organizational events and actions. It is these events and actions that, in and of themselves, constitute a changed organization. It is up to change managers to represent their staff (and others) what these changes actually mean.”(Palmer, Dunford, Akin, 2nd Edition, 2009) This concept applies very much to the situation that is

In any organization, the manager wears many hats. Their responsibilities go beyond just managing a group of people. On top of managing, they have to be communicators, coaches, and advocates, just to name a few of the many hats. Part of being an effective communicator includes reporting and implanting changes that may come down from upper management. Change can bring out many emotions in people, like anxiety. How a manager handles the change and implements it within their department can either make their people feel good about it, or heighten their concerns ("Managers And Supervisors: Importance And Role", 2014).

I was one of the few employees that were willing to ride the waves and give the new changes time to develop and work themselves out. The leadership could have avoided falling into the same trap of employee turn over, if they had put the effort to provide the necessary support during the stages of change and refreezing. (Nahavandi, p. 284)

This first key minute that I'm going to discuss in this film about organizational change is motivating change. The "spurs change by giving so as to move devotees them trust and making flexibility a conceivable reality" Cummings & Worley (2005). What William Wallace did to get this going was that he never indicated apprehension. William Wallace

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.

A change in management according to a survey conducted a few years ago remains one of the biggest challenge facing firms (Bohlander and Snell, 2009). In my case, I was replacing an individual with whom team members had already established close rapport. Matters were further complicated by the fact that our leadership abilities were not identical. Our priorities could not also match. During the very first days, I had to contend with significant resistance to change. To ensure that the team did not fall apart, I had to develop strategies for dealing with the said resistance to change. I learnt that to effectively manage such resistance, one has to first identify and address the reason(s) for the said resistance. Next, I also learnt that the relevance

In this essay I aim firstly to attempt to identify a change in practise I would wish to make and secondly, link this to the theory of change management and leadership management.

Hiring a consultant to determine which departments have the greatest resistance to change will allow for CrysTel 's leadership to address specific behavioral indicators in order to successfully implement organizational change as needed.

Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions is a fable written by John Kotter and Holger Rathgeber. Dr. John Kotter was a professor at Harvard but is now retired. Known as the “world’s foremost leadership and change guru” (Kotter and Rathgeber, 2005, p. 147), Kotter is involved in many organizations that help others drive change and leadership. Kotter has written multiple successful books about utilizing change and leadership for self-growth. Holger Rathgeber is a “vice president of human resources, Western Europe, For Becton Dickinson, one of the world’s leading medical technology companies” (Kotter and Rathgeber, 2005, p. 147). Both authors gained experience leading organizations, as well as, introducing change within others. “Our goal in writing Our Iceberg Is Melting was to draw on the incredible power of good stories to influence behavior over time – making individuals and their groups more competent in handling change and producing better results.” (Kotter and Rathgeber, 2005, p. 142). Kotter and Rathgeber, collaborated in writing the tale to illustrate to readers an eight step process to follow in order to successfully utilize change with great results.

One of the biggest problems at my current company is that we have a high number of employee turnovers. Some may ask what employee turnover is? How would you define it? Employee turnover is the ratio of the number of workers that had to be replaced in a given time period to the average number of workers. In human resources, turnover or staff turnover is the rate at which an employer loses and gains employees. By using methods that have proven successful for several different companies like improved screening and interview processes and recording the cost from before and after implementation of a plan we can accurately gauge conditions and adapt the plan as necessary to dramatically reduce the effects and causes of employee turnover.

What assumptions shape the approaches of Gunter and the consultant to the management of change? Motivate your answer with reference to Palmer et al:s images of change management.

Change is difficult for all organizations and individuals but not necessarily bad as seen from the following case. If managed in a cautious and smart way, change can actually be constructive for the organization and for its retained employees. The Stanley Works case serves as an illustration.

The company resisted the change and kept on running believing they are strong enough in the market to survive and because nowadays everything is dynamic, it is very important for all the companies to persistently reshape in coordination with the different parts of the firm. At that stage, XYZ was in a serious financial crisis. The company immediately hired a new change leadership to revamp the whole company management.

Table of Contents Page 1. Definition • • How to calculate Employee Turnover Rate Within the 1st Year Table 1: Average Annual Turnover Rate by Industry and Occupational Groups • • The Rising Turnover Trend The Salmon Fallacy 4 5 3 3 4

Cummings, T.G and Worley raises the concept about change, for the trends to occur the organization must undergo through changes. Cummings is able to sew together the organization with the emerging trends to bring the concept of change making him the main source (Kelley, 2002).