Explain Steps To Implementing Change

Different types of support that people may need when a business is going through a change can consist of; Planning: This is important so that everyone in the business knows what is happening and when, Participation: It is important to let employees get involved with the changes if possible, Communication: This is important so that everyone in the business

Change should be seen as a challenge and embraced with enthusiasm (Marquis & Huston, 2012). In my professional and personal life, I view and respond to change as a way to make improvements to existing regulations and circumstances. I embark upon the quest with determination to succeed at whatever task is presented to me. Life without change can become unchallenging and stagnant (Marquis & Huston, 2012). As society and technology advance, you must incorporate the necessary transformations that arise with it.

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

There will be undisputed pressures from staff to make changes succeed. As many staff and managers find change unnecessary, it is important to take the approach of selling an experience rather than change. This will allow staff to become involved in refining the analysis of change and of what possible improvements it could bring. Staff would then assume ownership of systems

Communication breakdowns within an organization may contribute to resistance in changing organizations. Managers must be prepared to talk candidly about the needs for change, otherwise fear and uncertainty will remain a prevailing element that can damage morale and prevent successful implementation of the desired changes at all levels of the organization. Employees need comprehensive information about the nature, processes, and consequences of organizational change.

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.

These five steps for the planned change “enables an organization to reassess many aspects of its operations and future plans” (Jarousse, 2013, p.22). The first step involves gathering information from the team and explain the need for change (Jarousse, 2013). The first steps allow units leaders look at the company’s strengths and weaknesses and help identify the problem and decide if a change is needed. The second step is to get feedback from all workers (Jarousse, 2013). The third step is to plan for an agreement on the weaknesses and strengths of the company (Jarousse, 2013). In this step, the team can identify areas of support and areas where improvement is needed. The fourth step is to create an action plan with all team members (Jarousse, 2013). This step will allow the team to look at the improvements that that will come with an EHR system and help the team reduce resistance to the planned change. The last step is consists of evaluating the proposed change (Jarousse, 2013). This last step is important; it allows the organization to examine if the planned change meets the organization’s overall

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

This paper will explain the managers’ role within a company and their responsibility when implementing a change within a company. It’s not just the planning and organizing talking about what plans need to be placed in order to create a change in a company, but the manager must know what to expect and how to completely deal with staff to make a positive outcome for the team. In the end this paper will provide and explain the change process; assessment, planning, implementation, and evaluation.

With any change there are many factors involved within the process itself however communication has to be the key factor involved in the change process. Without this you cannot expect line managers or employees to support the change. With communication you need to ensure employees feel positive. It is also good practice the company adapts its style of communication depending on their audience and where they are in the change. Where one style might suit senior management, this might not be appropriate for administrators or cleaners. Communication can have a huge impact on the end result, it can also help to ensure targets are met, everything is kept in control and no employee disregards the change. Lack of communication could lead to frustration and lack of trust with employees.

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

Change management is relevant as though the research finds that change is taking place at an ever-increasing pace, the evidence suggests that most change initiatives fail. For example, recent CIPD research suggested that less than 60% of re-organisations met their stated objectives which are usually bottom line improvement. This is consistent with other published research.

When the change happens, the middle managers and front line supervisors boycott their bosses. They refuse to obey or listen to the top managers. They do not trust their boss.

In order to accept the change and contribute to making the change successful, people need to understand how the changes will benefit them. Not everyone will fall in line just because the change is necessary and will benefit the company. This is a common assumption and pitfall that should be avoided.

An environment in which change may be the only constant is a challenge to every organisation and manager alike (Hayes, 2007). The need and pressure for change being consistent, it is crucial