Coping With Change Analysis

Some many organizational change efforts fail to reach their intention, but the high-ranking sponsors often blame the disappointment on the employees and manager struggle to change at times. They really don’t know how difficult it is to lead and implement change effectively (Robbins, 2011). A good change does require good people skills. Employees resist change because employees can be very unsure about the loss of status or job security within the organization. This would mean the employees and there manager as well as their peers will resist technological changes. The employees will also endure fear of failure that could cause employees to doubt their ability to do the job/ or their duty. Those type of change employees are resisting because the employees are too worried about learning the new requirements. Peer pressure can be endured as well for employees when the employees start to resist change to protect their co-worker, and so will the manager to protect their work group. The human resources roles are planning and implementation, planning would be evaluation of

In order to move with the times, the organisation may introduce new equipment or software. Some staff may see this as a positive step that moves the business forward, but some employees may feel anxious about the change, how much it is costing the business and whether it is actually going to improve their role or create more problems.

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

Change is an ongoing and never ending organizational process. Change is often planned because of conflict between the desired and actual state of affairs. Conflict may arise because of difficulties in reaching performance goals or because new goals have been created (Sullivan & Decker, 2009). Making these changes in the workplace is stressful for everyone involved including the staff, the management, and the consumer. The role of the staff is vital for the change process to be smooth and the staff may be resistant to the changes, causing a systematic breakdown. It is the

Despite the shortcoming of changes in the workplace, especially when faced with a change to the organizational structure, such changes that is borne in product or service, new management, and new technology (“Managing Changed,” 2009.)  In my case, the hospital just converted to EPIC a new technology system to improve patient care.  During which time, the doctor’s still hand writing patients orders a few short months later here comes another change in the CEO of the hospital, which meets with changes in management also influenced the organization and that of its staff. Considering a change happens all the time, it is up to the individual to adjust and adapt to these changes. Furthermore, it has been almost three years since Howard County General Hospital transition to a new

Music has been an important part of my life. Music has been my best friend in ups and downs of my life and to get me where I am currently in life. Music has helped me control my anger issues. One song, which has helped me stabilize is Marshall Mather’s aka Eminem’s “Going through changes” which was released in June 2010. That song is important to me, because I would listen to that song whether I would be angry or content.

and can lead them to feel that they are performing tasks that diverge from their work design. They can

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.

Change is defined as, "to make the form, nature, content, future course, etc., of (something) different from what it is or from what it would be if left alone: to change one's name; to change one's opinion; to change the course of history." http://dictionary.reference.com/browse/change. Change is difficult for most people, however an effective manager will know how to make change a smoother transition than that of an ineffective manager. It is the managements responsibility to make the change. Lastly it is important to involve the employees in the change and not to simply impose it on them. When change is properly introduced to employees they will most likely accept it better than if it is forced on them.

Change management in the working setting is constant for all Managers and leaders alike. To stay applicable and competitive businesses, managers, and supervisors should as often as possible reclassify their technique for working, item/benefit offerings and the impact this may have on your team, or shareholders. (Holmes, 2013) "for instance when we lead change (vast or minute) see to it that these four fundamentals are on your agenda of things to do; make a feeling of earnestness, make a reasonable tomorrow, get people consideration and get people involved at the right level, have clear actions or expectations and desires."

In today’s world changes are relevant because of multiple factors forcing organizations to change faster than ever before. Factors both internal and external include; increased competition, globalization, technological changes, financial upheaval, political uncertainty, and changing workforce demographics. Resistance is an inevitable response to any major change. If management does not understand, accept and make an effort to work with resistance it can undermine the best intentional change efforts.

Businesses are driven by market diversity. Such variety, allows businesses to adapt and make changes in order to compete. Stakeholder can predict an increase in revenue due to the growing needs of a diverse market. However, a business plan that warrants an organizational change which aims to compete in the changing market demands can only be successful if and when it is executed with full cooperation from the overall organization. Hence, resistance to change must be eradicate, if not minimized. Realistically, change is constant but some changes are uncomfortable (Bridges, 2000). For this reason some employees tend to resist change. According to (Haslam et al., 2004) majority of business organizations performs poorly in executing large- scale changes because of the resistance within the organisation. In a study of 288 companies by Tim Creasy as cited in (Haslam et al., 2004) found out that resistance to change in all levels of the organization is prevalent which is an indication the resisting to change is a natural response.

Organisational change can be set off deliberately by managers, it can develop slowly within a department, it can be enforced by specific changes in policy or procedures, or it can come up as a result of external pressures. In order to promote and to adapt to change, it is therefore essential to define the origin of the need to change, as well as the nature of any proposed change.

Change can be resistant and any company culture. If the company is bought out, a new leader steps in, or a new set of work rules is implied this can be difficult for employees and overcoming this change is something

Resistance to change is the most frequently cited implementation problem encountered by management when introducing change (Bovey and Hede, 2001). It results in costs and delays in the change process that are difficult to anticipate, but must definitely be taken into consideration (Del Val and Fuentes, 2003). Although unwanted, resistance to change can be seen as a natural part of the change process. Therefore, an understanding of the process that leads to change and the underlying causes of resistance to change is very useful.