Change Management Model

When employees are unwilling to accept change there is a strong possibility that they don’t understand the change or do not understand why it is being suggested or implemented. At this time is when communication is essential in letting the employees know what the changes are trying to accomplish and what their roles are during the change. As a manager it is crucial to have an understanding of the employees you oversee and to know what to expect when they are confused and concerned about procedural changes. The overall morale of the organization will be good if the employees are kept involved in both the planning and the implementation of any changes.

Appropriate communication to staff may decrease the fear and anxiety staff may have about the unknowns anticipated with the change implementation. Management should address the personal reasons staff have to resist change, such as the disruption of their routine workflows, or loss of security (Rosenberg & Mosca, 2011). The single most critical factor that may influence the proposed change are the people involved with the change implementation. If the staff are not engaged and do not support the change effort, the implementation will not be successful.

Management personnel must realize that there is not any one approach that works for everyone or every situation. Regardless of approach chosen, it is important to make sure that employees are aware of what is required of them and that their involvement is essential to organizational change success. Teams consisting of employees and management need to communicate and interact to adapt to and overcome obstacles that can hinder or sabotage the change process. A collective learning environment in which employees and managers can work together is beneficial to identify process errors or flaws that can present themselves during change implementation.

When rolling out a drastic policy change, it is important for the manager or department implementing the change to get employee buy-in. With a change in the company’s overarching conservative policy, using John Kotters’s Eight Step Change Model could be beneficial; creating a sense of urgency, developing a change vision and strategy, empowering other to act, not letting up, pulling together the guiding team, communication for understanding and buy-in, produce short-term wins, and crew a new culture. (Kotter, 1996) Explaining to employees why this change needs to be made is a must; expanding market share, etc. Having a plan in imperative to any successful plan implementation. Having the right people on the implantation team could be a make-or-break for the project/policy change. Showing employees how the changes is positively effecting the business could increase their buy-in.

Before announcing the change in the department, three crucial factors should be considered in order to get a positive outcome and to reduce resistance from employee: (1)People, (2)Time, and (3)Information and Technique to communicate. Each departments or divisions in the company work in different styles; thus the reasons for changing and the schedules are different as well. However, the change should be able to maintain the stability and sustainability in the organization while achieving the desired result.

Change is particularly difficult if it is unexpected. It is far easier to accept change if an employee has time to digest the news and prepare to take action once the change has occur. Some of the concerns that worry employees may be address by creating clear goals and timelines that employee can easily follow. As well as addressing the chief objective “why are we changing?” Once these questions have been answer and employees buy in to them change will be easier and resistance will diminish (Strebel, 1996).

One of the biggest obstacles is resistance to change. People resist change because change disrupts habits, conflicts with certain personality types, cause a fear of failure, can have potentially negative impacts, can result in a potential for loss of power, and, when done too frequently, can exhaust employees. There may be key people who publicly support the change effort while silently undermining the planned changes. It is the management’s job to identify, understand, and remove these obstacles. (Kotter J. P.

Often employees are resistant to change because of a breakdown in communication, the lack of understanding the benefits to the organization, lack of trust, training deficiencies, and the feeling of exclusion. However, these resistances can be overcome by creating a team atmosphere. The company can benefit greatly by engaging the employees in the building of the business. An in-depth explanation of the company’s direction and how it will benefit the company allows the employee to feel a part of the process. Opening lines of communication between leadership, management, and the employees builds an avenue of trust. For the communication to be successful, the correct delivery channels are established along with consistent delivery, encouraging feedback from the employees. Training is important to the success of a company, especially when new technology may be introduced in the change. Time and resources must be committed to the employees for training as well as frequent assessments of the training and the operations. The company must implement a strategy for these changes.

Also, consider a meeting to allow everyone to bring their ideas to the table. If everyone is on board and feel they are part of the change, they are more willing to participate. (Umble 2014). This engages the employees making them feel a part of the team and the change. The perception is that they are part of the change and will have job security. Allow everyone to come to an agreed decision of what changes need to be made and how it can be improved. Be sure to include everyone in the decision making.

Before beginning the assignment, there first had to be an understanding of what change implementation and management plan was, and its effect on the public health organization seeking to follow this method. Change implementation is the process of an organization, in which the organization changes its direction to improve the overall atmosphere of the organization; management plan is the secondary component of change implementation, and is the planning-method of obtaining the functionality of the organization following the process of change. Now to discuss the change management plan…

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.

Change is part of every organization and is required in order to compete with today’s competitive business environment. Acceptance, implementation of a change can be challenging and painful process. Change within an organization can cause tense situation which can be disturbing to the employees. Under such circumstances, employees have low morale, and demonstrate resistance to change. Change can fail, not because it’s worth failure but because how well that change is accepted by the people who are most affected by it. Resistance is anything that slows and stops the movement from happening. In business terminology, a resistance can be defined as a dysfunctional behavior triggered by an emotional or belief

Riordan Manufacturing has two different types of power structures. The first power structure is the formal power structure. This structure is clearly seen through the organizational chart. The chart shows legitimate power from the CEO down. The informal power is also seen through the organizational chart, and it is expert power. This divides the departments into groups that let that group show the strengths they are good at. These structures will influence employee behavior because they will have to work between departments and with others to achieve the task they have or goals they are trying to reach.

To overcome this resistance to change, it is essential that Eitel form positive relationships with his workers along with good support and commitment. He could do this by encouraging better communication in the company and educating the management about his plan by communicating the logic of his proposed changes. If the employees see the full facts and solve the misunderstandings, resistance should subside. This can be done by allowing the employees to develop and form the plans to introduce changes with him which would allow for enhanced participation and acceptance of the change as the employees would have a sense of ownership in the change made which will make it much easier for them to conform once everyone is on board for the decision. Eitel should also make sure that all changes are fair to everyone and do not come of as being biased which could create discrepancies among the workers.

On the part of employees, they should also understand that the changes made in the organization are for their own benefit and if they are not ok with the changes there will be programmes arranged which would give them the in-depth knowledge of what the change is all about and how would it benefit it to them, and there might some of the training programmes arranges which will help them learn more and more on the technical part. So the employees don’t need to worry upon if there are changes in your organization, it’s for your better future only.