Customer Service Centre, Planning And Building Control

Implementing change among all organizations is necessary to achieve success; within the health care industry change is constant and it is the role of management teams to assess, plan, implement and evaluate change to ensure satisfaction. Considering this among the other aspects of running a successful organization it is essential to ensure that there is minimal resistance and familiarity to change. Demands of the consumers and staff as well as regulations are continuously changing. The responsibility of managers is to successfully lead these inevitable changes.

43-45). Top-down change process provides prescription that has only been developed by top managers and given to lower cadre employees down the ranks to consume without their input. According to Bovey & Hede (2001, p. 540) resistance occurs at the individual level, where employees are motivated by psychological factors to change that include resentment, frustration, low motivation and morale, fear, and feelings of failure. At the same time, earlier publication by Yilmaz & Kilicoglu (2013, pp. 17-18) identified four factors that motivate employees to resist changes in the organisation: employees focusing on self- interests as opposed to those of the organisation, having inadequate understanding of

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

The primary two reasons for having an assessment of implementing change is to have proper data and analysis so that the change can grow from an idea to a proper implemented procedure. The different sources of data that are collected will be useless until they are properly analyzed with respect to projected changes. Therefore, it is important to focus on data collection, analyzing, and summarizing to form a proper decision on changes that are appropriate. A properly analyzed and planned implementation of change will be strong against any resistance, identify areas where there might be potential problems, and will help develop strategies to begin the process of identifying

“The images, metaphors, or frames that we hold, both of managing and of change, influence our ideas of what we think managing change is all about” (Palmer, Dunford, & Akin, 2009). As people we all see through our own eyes, we call see a different perspective and have a different reaction to what is coming next. As human beings we react differently to situations. Situations of change are transitions that some are able to adapt to quickly while others have a hard time. Being the leader of that change can be difficult and helping make a change does not come easily or effectively. Keep and Newcomer (2008)

In today's session, Group members were presented with education regarding the stages of change and the characteristic of each stage of change. Group members were then identified and shared which stage of change that he/she presently was in; and discuss how to progress to the next stage of change.

| One of the main learning points that I read was that communication needed to be thorough and maintained through the course of the changes to ensure that complacency didn’t set in or any regression in the implementation of the changes. Another is that consideration should be given to the concerns of the individuals that will be directly affected.  It is important to note these because these are sometimes the breaking points for an unsuccessful implementation. Especially considering the individuals affected, it so simple just a little extra time understanding how and what the change will affect will ease the process in the

In the development of this paper I have focused on mitigating risks, addressing challenges and identified opportunities for each option provided. Managing the change with communication, education and input from stakeholders is critical to a smooth transition of any change CDMC incorporates and I would appreciate the opportunity to be a part of the change and vision for NCC.

Part three of the book “Beyond the Wall of Resistance” has two chapters and the title of part three is, “Narrowing the Gap the Next Time”. The first nine chapters of this book gave information on planning and implementing successful change. The final two chapters expand the information on change as it relates to hiring, monitoring the work of consultants, and selecting people to lead within the organization. Chapter ten, entitled “Expanding Your Ability to Apply What You’ve Learned”, gives a range of ways to apply the Cycle of Change and the three levels of support and resistance.

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

Change is a constant in today’s organisations. In a Recent CIPD survey it found more than half of all employees said that their organisation has been going through some kind of major change during the last year. Most organisations more than ten years old look nothing like they did even five years ago. And it is likely that in the next year or two organisations will not look as they do today. Below are 6 factors that drive and influence change In any organisation.

Every stakeholder have their own process and roles, it can affects or can be affects by organization’s action. All stakeholders have own satisfied and unsatisfied (appendix 2).

The authors were successful on this step by creating a valuable and diverse team that complimented each other, which was a necessity to ensure they had mixed points of views and opinions. Next, the team must create the approach they are going to take, and to be sure each team member has a clear understanding of the benefits for the future of everyone involved. This step was evident by the group meetings. Fourth, it is imperative for the team to demonstrate impeccable communication skills and the ability to influence others to comprehend the significance of the change (Kotter and Rathgeber 2006).

Stakeholder analysis is the process of identifying the individuals or groups that are likely to affect or be affected by a proposed action, and sorting them according to their impact on the action and the impact the action will have on them. Stakeholder analysis is a key part of

From the issues raised in the section above, it can be seen that change is complex and there is not a single solution. However, a number of key areas of focus emerge.