Change Management And The Recent Cultural Change Of Aetna

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

In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees

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

According to Sullivan and Decker there is a ten-step process to implement change (Sullivan & Decker, 2009). In the first three steps the manager must

Managers need to determine the best method of communicating the changes to the employees that are directly affected. This material presented in last weeks class and in the course material helped us understand how important communication is when implementing changes in a work environment. The course book identified four main approaches to managing change in an organization. Lewins’ Three-Step Model argued that successful change in an organization follows three steps: Unfreezing the status quo, movement to a desired end state, and refreezing the new change to make it permanent. (Robbins & Judge, 2011). This approach requires manages to evaluate the need for change and implement a plan of action to help the organization manage changes effectively.

In order to obtain long term success, it is important to strictly follow Kotter’s Eight Step Change Model in the correct order. The first step is to create a sense of urgency among the staff. The PCA called in a meeting and introduced the concept of the change and reason for the change. It was a mandatory meeting and snacks and beverages were served. Several concerns and threats affecting the financial aspects of the company and how to maintain job security were addressed. Employees were asked one by one how they like what they are doing, why or why not they like it, what is important to them and what do they think can be done to improve it. Creating a guiding coalition and directing others in the right direction of change is the

In order to bring about a successful change, it is important to first consider the rationale for change. The organization and people being impacted by the change must understand the desire for change, benefits, and importance of supporting the change. After the change has been embraced and implemented successfully, it is essential for the organization to incorporate it as a standard practice, motivate the personnel to utilize it, and adhere to the change to influence positive

Communication – Talk about the change vision, if people have anxieties then address these openly and honestly. Tie in the vision to all areas of the business from training to performance reviews

Step 2. Form teams of changes. The team to promote change must be formed in the earliest phases of organizational change. To do this, it is necessary to identify employees who are most loyal to changes, having management skills and a similar vision for the

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.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

It is a difficult task when soliciting buy-in from subordinates in an organizational change initiative due to an inherent resistance to change. This synopsis will present three change tactics that are commonly used to engage employees in the change process and they are: Kotter’s 8-step Process for Leading Change, the Change Management Foundation Model, and Deming’s Plan-Do-Check-Act model. It will also discuss why organizations should use benchmarks in the change process. This document will conclude with a summary of this discussion.

In order to examine this issue further, this research will look at a number of different sources. Contemporary managerial sources are explored in order to understand how other voices in the field are describing similar methods for change. First, popular structures for change management are examined, especially within their correlation to Palmer & Dunford (2009). This is followed with an extensive

Step one is the Increase Urgency. When making change, the first step is making sure sufficient people act with sufficient urgency with behavior that looks for opportunities and problems, that energizes colleagues, that beams a sense of lets go (Krotter & Cohen, p.15). In one of the stories in The Heart of Change there was the videotape of the Angry Customer. In this case the customer was angry about changes that were supposed to be fixed on his order, but wasn’t. Customer

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.