Describe The Role Of Change In The Workplace

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

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.

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

The more active the participants are in the planning, the less resistance there will be later (Sullivan & Decker). If staff does not trust leadership, does not share the organization's vision, does not buy into the reason for change, and aren't included in the planning, there will be no successful change, regardless of how brilliant the strategy (Goman, 2000). How people react to change is important to understand. Change takes an emotional toll on people, some more than others. It is important not to underestimate that toll and understand who will have a harder time adapting to change. Fear of change has many roots. Those roots can be a lack of trust, fear of failure, fear of loss of income or a belief that the change is unnecessary (Sullivan & Decker). By understanding the reason for the resistance a manager can help the employee overcome his or her fear and become a supporter of the change. The last two steps are to provide feedback mechanisms to keep everyone informed of the progress of change and evaluate the effectiveness of change (Sullivan & Decker). People need to be kept informed of the change process to minimize anxiety. Sometimes there are unexpected consequences to the change, and it is important to have a system in place for those consequences to be discussed and if needed more changes made in order to accommodate those consequences.

As managers they need to involved every one with the change and not force the change upon them.

Ironically, in my current position as a Payroll Specialist, I encounter change almost every day. Payroll processing always involves change and updates, which requires the staff to use whatever effective tools available to ensure that changes are continuously moving the team toward new innovations and implementations. Sometimes there is resistance, but for the most part, once the task are identified and the staff fully understand their roles, we begin with a conversation and work around the issues or concerns. There are instances when plans fail, or the outcome is not what we expected, but we come together as a team and analyze what went wrong and how come up with ideas as how we can we make the process better going forward. Most of the change

(Mendes, 1996) However, many times the change or changes make it virtually impossible to get educated on the various scenarios that the new change may affect in the workplace. These changes may include modifying and changing of the call script, introducing new shortcut keys in the software and unexpected changes in management. Employees are expected to adapt to the changes quickly and complete all their work in the same period as before the change in the organization. Management intervenes and attempts to assist employees but in many instances they are not abreast and knowledgeable of the processes of the change. Some of the new procedures instituted seem to serve no functionality to the job given. Individuals are growing tired of the continual changes but must to handle business as usual or they are considered non-compliant team members. The tolerance for change would be more welcomed if they were thoroughly researched and did not cause additional challenges and

Moreover, the best way to successfully implement change management is carried out in a few simple steps. Appointing a team to organize the change management process; this team may consist of employees, as well as outside consultants with the familiarity of change management strategies. Next, the plan to go from the current to the planned organizational structure should be analyzed and decide what steps will be necessary to complete the process. A communication plan should be created that is comprehensive; determine how to notify all company employees of the upcoming changes to ensure the transition will go smoothly. The next step will have the key changes that will take place during this process by creating a timeline, which should include small as well as large details. The change process should list concerns or problems that may arise; this would include employee dissatisfaction, confusion as well as an everyday work stoppage, and finally, these potential setbacks should have a contingency plan created. The final steps include the compilation of a change report for senior management as well as a discussion with management teams of the upcoming changes to be implemented (Michaels,

Implementing change in any area of an organization can be challenging. Change can be good and bad. Change is not always easy to adapt too. According to Charles Darwin, "it is not the strongest of the species that survives, or the most intelligent, but the one most responsive to change". It is important that the manager has a plan of action before trying to implement any change. This paper will discuss the manager's role and responsibility in implementing change in the department. How should a manager successfully handle staff resistance to change and the paper will define each step of the change process.

Additional strategies that can help management with introducing organizational changes is making sure that the employees are knowledgeable “about the policies, obligations , rules and a detailed structure of the organizational changes which are to be implemented.” (Organizational Change Management – Strategies for Implementing Organizational change. (N.D.), and changes that may impact their individual responsibilities. By doing so, managers can effectively dismiss the feeling of insecurity and uneasiness among employees.

Personal impact and fear of change are not the only causes of resistance by individuals during a change to business practices. The lack of respect and negative attitudes can also lead to employees resisting business change. If an employee lacks respect or has a negative attitude towards a person or department leading the change, then there are more likely to oppose the new ideas being implemented. Poor communication greatly impacts individuals’ accepted to new practices in a company. Typically if an employee is given new behaviors to adopt, but is given no reason, then that employee may reject the change. Upper management must effectively relate the value, need and benefit of the change to help get employees on board with new changes. The lack of individual input can also lead to resistance. Some individuals feel the need to be included in new ideas. When employees are not asked to be involved in changes, they may lack the vision of importance or will to change. A heavier workload can also cause opposition among employees. Employees may not embrace more systems and requirements needed

Breakings through the chains of corporate slavery is in full affect. In other words, nobody wants to work for a heartless corporation that does not value their staff. Individuals are educated and ready to make a career change if necessary. The overwhelming feeling of being imprisoned by a job is dreadful. Even the most loyal captive will seek an opportunity to break free from a dreadful organization. The sensation of being confined within an organization with no room to grow or expand is a daunting feeling. When individuals are treated as if they do not matter, it raises the question; why stay here? If employers are naïve enough to think that there are no other options for hard working people, they are wrong. The information being

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.

After the shock of the new situation has passed, most people, if they view the change as a negative impact on their personal situation, become very angry. They may begin to talk about the new situation in very negative terms, such as, "It won’t work!" or "I’m not going to support this!" This anger, if not addressed, may lead to some workers actually trying to sabotage the change process. A person going through this phase will make up excuses why they should not be held accountable for anything that goes wrong with the organization as a result of the change such as "Don’t blame me if it doesn’t work!" Once workers have accepted the change as real and that it is going to happen, they begin to rationalize their role in the new situation (Department of Defense, ___ ).

NASA had a firm hierarchy and this brought about a lot of resistance to change from people. NASA could have gotten more of the people involved in the changes. I find that by getting people involved and having some key people or champions to support the change, there is less resistance. People want to feel involved and a part of decisions, especially if it impacts them directly. When it comes to successful change management, get people involved earlier, which will contribute to greater buy in and acceptance. Keep in mind that this should not be the sole solution for employee resistance; successful change management is about understanding the true nature of the resistance.