Fear of Losing Control

Organizations with a high number of actively engaged employees have an average of 147% higher earnings per share than the norm (Kotter, 2015). These numbers illustrate the correlation and importance of obtaining buy-in from all employees. Buy-in will lead to more actively engaged change agents until there is a large volunteer army dedicated to the change process and striving toward a common goal. After all, large-scale change can only occur when very significant numbers of employees amass under a common opportunity and drive toward the same

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

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

Change is difficult because all organizations cultures, structures, mission, and values are unique. As a result, there is not a “blueprint” that leaders can follow to ensure change initiative success. However, understanding the conditions that promote successful change processes is critically important for leaders. If employees do not support

Change in an organization can be and usually is difficult for various reasons. Much of the difficulty is in the approach used to initiate change and the willingness to stay engaged and stamina to sustain change through to the end. Organizations can choose to lead by recognizing and implementing change, follow in the shadow of organizations leading the market, or get out of the way by standing still and eventually going under. With this said; if change was easily done and successful for every organization there would be no need for change management specialists and years

When a change needs to take place, top management must foresee and do something about it before it is needed; this is a leader’s most critical competency. The growth of a company is predicated on transformation at least several times throughout the lifespan of the business. The change will not happen overnight; therefore, an appropriate pace is necessary, not too fast and not too slow. The leadership team must be meticulous, and simultaneously, the employees must be well-prepared for change. Indeed, the changes must be well thought out to provide stable contingencies (Gleeson, 2016).

In some cases, people will have a large work load. If the organizational change could change their work load they may embrace the proposed changes as well. Change has a way of affecting everybody that is involved, so they will need to understand the benefits of the proposed changes.

The need for each individual to recognizing and accepting change has in fact become such a mantra, and been given so much lip service within the organization, in recent years, that it has nearly lost its meaning from over exposure. This may be due in part to the fact that many of the leaders feel the need to affect changes simply for the sake of making changes. Things that they can then lay claim to and take credit and receive potential recognition for. Every leader in turn steps in to affect their own series of changes during their short tinier in change, with little thought to the long term effects on those who must live through all this unnecessary and relatively disruptive turmoil. This is because few of these leaders have taken the time to identify and exact meaningful, necessary and therefore truly lasting positive changes. No, instead the vast majority is change simply for the sake of change and the turmoil that accompanies

The staff member depends upon their supervisor to have the knowledge and provide skills to achieve positive outcomes and find solutions to their issues, they may feel that the supervisor should have all the answers to their problems and may use the supervision as a means of expressing their concerns and expecting the right answers there and then. The staff member may expect the supervisor to facilitate all their needs and maybe concerned with career

Most of a supervisor’s role is delegating tasks and overseeing their team members to ensure the work gets done and business continues. Even in a world of automation people are still required to service and monitor machines. You must manage your staff appropriately by maintaining motivation, delivering effective leadership, successful planning and clear communication. All of which will preserve staff and improve performance. If staff members are not managed well this can create a low retention rate, lack of motivation and eventually a decline in business.

Amongst the common workplace theories, the theories of motivation and autonomy speak the most relevant to me in my experiences in the workplace concerning group behavior. By being able to maintain a consistent feeling of autonomy in my workplace duties, I have been able to feel empowered and grow to accomplish my responsibilities and learn to incorporate new innovations. Motivation is undeniably linked to the autonomy and group behavior. As I further analyze how these concepts are related, I will further be able to gauge my strengths, passions, and values as a member of a team and organization.

Identifying a supervision method that compliments the supervisor, the supervisee, and the supervisory relationship can best be done when one first considers the factors identified by the National Association of Social

Now as a supervisor for the past fourteen years, I believe first in my staff’s autonomy in getting their job works that is above all client-centered. This practice values and recognizes the staff for their creativity and flexibility in making quick decisions for problem-solving when they are in the field alone, without leadership support the confidence to do such is not always there, which can lead to complications with clients and the

In order to move forward and keep ahead, I believe an organization need change leaders who have capabilities to have their workforce go from change avoidance to change acceptance. “One of the most significant strengths of an effective leader is the ability to create a positive work climate where people are energized to do their best work, free of unnecessary distractions” (Cronkite, n.d.). During this part of the change process I feel the change leader would have better success if he would be tactful and harness the skills of others by working in a collaborative rather than hierarchical way. Leadership in an organization involves instilling motivation and enthusiasm in the employees. An effective leader knows how to manage and tackle difficult situations and people. Many reasons can cause a force of change in organizations but I feel it’s up to change leaders to manage these planned and unexpected changes. (Word count: 548)

Apart from it, the supervisor should know how to organize the work of the wards, rationally distribute tasks among employees, monitor the quality of work subordinates and motivate them to achieve the best results. For the supervisor, it is very important to hold leadership qualities and the ability to organize the work of the group. Consequently, a person working on this path must possess high professionalism in the recruitment and good intuition. The formation of the team is the main point. It is impossible for the company to achieve its goals and issues without it. In addition, the supervisor assesses the qualifications of employees assigned to him, resolves conflicts with clients and within the team, developing a scheme of incentives and penalties, organizes training for new