Name: ILKIM ILAYDA KIRAZ
Matriculation/Exam Number: s1158302 / B020676
Course Name and Code: Organisation Studies/BUST08011
Tutor’s Name: Dr Tom Calvard
Assignment Due Date: 27/10/2011
Question Number: 2
Text of Question: A survey by McKinsey & Company (2008) reported that two-thirds of organisational change initiatives fail. In what ways could a fuller understanding of the ‘human’ aspects of change help improve this success rate?
HUMAN SIDE OF CHANGE AND ITS RELATION WITH SUCCESS
Everyday, a new idea occur , a new technology changes our view, a new customer with novel tastes join into our market , our economic conditions change, the time is ticking away so fast that even our social and cultural values change.
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In these case, unlike the theory of Warren Bennis, mechanical-base management ,which includes lots of bureaucratic structures,control and rigid authority over employees and vertical communication lines, becomes necessary. The reason is, while making decisons during the change process, consultation takes time since there is high possibility of different ideas and solutions to occur by each employee. Also, in order to consult employees, using the methods like surveys, focus-groups interviews and hiring an expert in this area would cost to a company. Nevertheless, is it really make sense to avoid employee consultation just because it requires money and time? Wouldn’t the results of ignoring the human side of change cost more to an organisation in long term? For instance, a change can be easily placed in an organisation structure theoretically in a “cost and time efficient” way, however when it’s comes to practice, these changes might backfire because employees may not be able to see the real reason of these changes and they can assess them as a treat for their current wealth. Moreover , being aware of the fact that organisational changes are being applied without consultation, employees might feel unvaluable which in return causes the decay of commitment, loyalty and diligence. In severe cases, they might
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
As we head into the future, it important for any business organization to be prepared. The evolution of business technologically is rapid, and it’s important to
In the article “The Writing Assignment That Changes Lives”, the author Anya A Kamenetz is trying to tell us the importance of having mental motivation and how writing down our future goals will help us do better in school. Researcher Jordan Peterson, “believes that writing the answers can be decisive for the students” (p1). He conducted an experiment that “nearly [erased] the gender and ethnic minority achievement gap for 700 students”, when he had them write down their goals (p1).
Imagine walking the same streets as a “sketchy” black man on a dark night, what do you do? Do you cross the street in hopes of avoiding the bulky man’s domineering demeanor? What about when you see a Muslim man walking the street, fully clothed in a thawb? Do you think that he may be the next terrorist to wreak havoc on America? Many Americans’ perception of people unlike themselves has been distorted by the stereotypes against diverse ethnicities and by the discrimination against specific religions. Muslims, among many other groups of people, have been targeted by everyday people because of the actions of people that are of the same race or religion as them.
Companies produce new technologies that help americas new and upcoming workforce. New tools are made to help the medical field be more precise and effective in their treatments. New systems of communication and travel have become quickly more available. People have even said that in about four years humankind might be able to live on mars. In our age a new phone comes out every few months, allowing better forms of communication. As we look to the future we see that the tech will really be “shocking.”
This involves the application of personal coaching or counselling skills from trained professionals who have experience of helping people to make changes. Here specifically designed techniques may be used to help people to work through difficult transitions in their work lives. If an organisation thinks carefully about changes, large or small, and seeks to offer appropriate support to staff there is an improved chance that minimising the problems that could arise. This also makes people more receptive and less resistant to further changes made in the future.
This week’s reading of Change Anything: The New Science of Personal Success goes into further detail on how to use the six influences for the advancement of ourselves personally or worldly. It goes through each of the six different influences and shows interesting and different ways to combat these influences and turn them in favor of the goal.
In his Article, Jonathan Adler, who is the Memorial Professor of Law and Director of the Center for Business Law & Regulation, Case Western Reserve University School of Law notes that as of 1970, Marijuana is listed as Schedule I of the Controlled Substances Act (CSA), by act of Congress (506). However despite that, Dina Titus, a member of United States House of Representatives, mentions in her policy essay that back in 1996 California voters passed Proposition 215 making them the first to legalize the medical use of marijuana and then two years later, the voters of Washington and the Oregon legislature followed by passing both the Initiative 6924 and the Medical Marijuana Act which legalized the medical use of marijuana in both states (40).
In looking at the numerous experiences that I have encountered where change has been more than needed and wanted, I feel that my experience working in the Salt Lake Valley Detention Center for five years and leaving to pursue change is a great example of the use of a change model. When I began working in detention in 2009, I felt empowered and validated for the work that I was doing. I also felt that the work that I was doing was making a difference in the lives of the youth I worked with. I had amazing rapport with the youth and staff alike and quickly moved up the latter. As I climbed the latter, I worked to ensure that the staff and I maintained the best interests of the youth. In maintaining a high level of integrity and fairness, we saw dramatic decreases in recidivism among the youth we served and noticed that the staff enjoyed coming to work. However, several years later the facility was sub contracted out and many of the administrative and line positions were cleared out and filled with new personnel. As the new agency filled the positions with various new staff, the change had a negative effect on the previous processes. As the changes continued so did the responses/ behavior of the youth. It seemed like the consideration for the youth and concern for their best interest were pushed aside to fulfill quotas. With the high level of stress this brought on staff, I as well as many others attempted to “Walk on” to find new alternative that would allow us to maintain our efforts, but were unsuccessful. With numerous failed attempts and meetings with admin that resulted in nothing more that frustration, I chose to “Walk out.” In walking out, I continued working with youth in an area that allows me to be a bigger part of the process where I can be more effective. Through this experience, I would say that the seven step process would be very close to the ways in which I addressed the concerns within the detention center prior to leaving and then after as I sought to empower the youth in my community. In part of this change process, I have also undertaken higher education to ensure that I can better meet the needs of those within my community and to strengthen myself so that I can work in situation were those I
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.
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Change can often be a difficult thing for everyone to accept. No matter how big or small, sadly many of us fear it. The worry in change can be seen evidently in that friend unsure of his future after high school, or that family member who stumbles when asked what they would like to eat, only to order the same thing they have ordered the last 10 times. From moving to another city, to ordering a different meal at your favorite restaurant, everyone will have that important date with change. The difference is in how each person decides to handle it. Some like to walk her to the door and give her a kiss goodnight, some even refuse to accept it’s happening, and some don’t even show up. I am one of those people, emailing that “I just can’t make
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