How Frequent Organisational Changes Affect Employees and What Can Managers Do.

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

Not only were the leaders impressed by the employees insights, they took action to address all of the problems. As a result, participation increased, communication improved, relationship between employees and management improved, and access to training and development opportunities were wide-spread. But most importantly, once the original change initiatives were introduced, employees embraced the initiatives, offered insights on how to improve their outcomes, and ensured their success.

John Kotter, a leading advocate and educator in change initiatives, expresses two essential characteristics that must be present in any change initiative. First, any change that is considered to be useful and necessary must go through a multi-step process that will transcend obstacles in its way. Second, it is essential that any change initiative must be lead by effective leadership (Kotter, 1996). However, any leader in a change initiate must reconcile the reality that a major component to mankind’s instinctive nature is that people have an inherent need for predictability and order (Hogan, 2007). Leaders must, therefore, consider that initiatives may be experienced in ways that contradict this basic need leading to employee resistance (Bernerth, 2011). Considering such a potential obstacle, Kotter developed an eight-stage change process to guide organizations through initiatives in ways that may retain employee stability and enable employees to maintain a sense of identity and understanding (Huy, 1999).

According to Phipps, Prieto, & Ndinguri (2013), implementing change requires individuals to embrace new behaviors in order to affect the desired results. These changes may include changing behaviors, changing the resources used to acquire information, learning practices, and overall attitudes associated with your work facility. Organizations that take the time to foster an atmosphere where employees work together toward a common goal, offer the employees the proper training as well as pay compensation for work performed the company is rewarded with happier employees, more productivity, and increased profits. This type of organization is also able to retain employees due to increased knowledge, employee involvement, and

This paper will discuss CrysTel a telecommunication company that has come to the realization that they need to develop a corporate culture that can support constant change. The first topic reviewed will be the Implications of Organizational Change and associated impact on employee behavior. The next topic the paper will discuss is the proposed change model and the potential impact that human variables and resistance to change will have on the process. The paper will review CrysTel will address employee reaction to the change specifically resistance to the change. The third topic, Measures to Monitor Progress will

According Lorenzi and Riley, often many organizations fail to realize the extent of change and its effect on the organizational dynamics between behavior, culture and performance. Additionally, management is typically unaware of the effects system wide change has on the way “we do work”. Work processes change, relationships shift, work skills are either altered or deleted and as a result an

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.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

Before a widespread panic occurs managers should get the employees involved with the change. If an employee is involved in the planning and implementation of change, he or she will be valued and more likely to be motivated to make the change successful (Noe).

CHANGE is unavoidable in order to remain competitive in today’s fast-paced market environment. Management guru, Tom Peters puts it that ‘change or die’ has been the bottom line for countless firms (Jick & Peiperl, 2011). Change can be large or small, evolutionary or revolutionary, sought after or resisted (Hayes, 2010) and is a general feature of organisational life, both at an operational and strategic level (Todnem, 2005). Burnes (1992) expressed that ‘change management is not a distinct discipline but rather, the theory and practice of change management draws on a number of social science disciplines and traditions’ (Kitchen & Daly, 2002). It is also defined as ‘the process of continually renewing an organization’s

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."

Change can be traumatic for people and can lead to loss of prestige, power, and sometimes employment. Organizations do not change just because new processes or structures have been implemented. Organizations change because the employees within the company have adapted. It is only when the employees have made their individual transitions will a company benefit. The journey toward change needs to be as easy as possible.

Most ideas geared towards change don’t come from the leadership; the ideas are initiated from the individuals actually doing the work that leads to the success of an organization. Leaders must listen to and consider the changes that are relative to the work process, from those out there doing the work. These individuals are the ones that attempt to find new ways to make the tasks easier and simplistic. Leaders must make things happen in the workplace by asking questions of the team and listening to the answers which will create innovative ways to improve a process.

Many companies do not know how to properly implement change this is shown by Balogun and Hope Hailey in 2004 that about 70 percent of all change programs that were initiated resulted in (as cited by Todnem, 2005). Some of the major reasons can be due to poor planning by the corporation, untrained personnel, and employee resistance. If the personnel in charge of implementing the changes are not properly trained then the success rate of the program is unfavorable. Change saturation can also occur if there are too many changes especially if it is implemented incorrectly. Change saturation occurs when there is more change happening in a group or organization than the group or organization can handle (Avoiding change saturation, n.d.). Poorly implemented change can lead to issues with employees such as frustration, disengagement, confusion, cynicism, and resistance to change (avoiding change saturation, n.d.). It is only natural for an employee to resist changes, especially if they feel that the changes are unnecessary. This resistance stems from the fact that most people fear the unknown which then generates anxiety and stress (Managing resistance, b.d.). All of this anxiety and stress creates an employee who is both unhappy and inefficient.

Many companies look to salaries and benefits as the first places to cut back when looking to make changes that involve cost-saving. When this happens, it is inevitable that some employees will leave the company to seek employment elsewhere. The employees that remain, whether they stay voluntarily or because they could not find employment elsewhere, are often resentful. Motivation decreases, taking job performance along with it. Employees lose their company loyalty and may even become angry enough to purposefully sabotage the company.