Managing Change

Managing Change: The Art of Balancing“ by Jeanie Daniel Duck [1] came out in the Harvard Business Review in November 1993. It is an influential article, one that has been cited 437 times until date. Duck draws upon her years of experience as a Vice President in the Chicago Office of the Boston Consulting Group and of running her own consulting firm that focused on the emotional and behavioral impact of change on corporate performance. She can be safely called both, a management consultant as well as an organization development consultant. Presented below is a summary and key points of the article supplemented by examples, views and facts gleaned from other sources as well.

Changes are not easy; they come with disruption, conflict, confusion, and fear. European American students and faculty alike might be uncertain about how to proceed, what the outcome should or might be, and how to deal with the unknown.

While implicit models may provide valuable insights based on accumulated experience, they do have limitations. First, they are likely to be based on the limited experience of one or a few employees at EA Inc.; thus, their generalizing ability may be uncertain. Second, because they are implicit, it is difficult for other employees to be aware of the framework/assumptions within which decisions are being made (Akin, Dunford, & Palmer, 2006).

A plan, a desire, and a decision. Which one comes first and how can you align these three aspects to make the change in your life that you need? There are several aspects of change that must be defined before you can figure out which direction you need to go. First, change can enter your life in two ways. You can initiate change or change will be initiated for you. Either way, you need to anticipate and plan for change. It is the "How to plan for change?" where most people make poor decisions. If you are going to initiate change, it is highly recommended that you have a plan. Having a plan is nothing more than laying out the groundwork of strategic goal setting. The planning process is actually quite simple. You can use the following model

Leading and Managing Change is important. Leaders should be always be prepared to address the changes when needed. Things can change any second, people need a leader who can advocate change smoothly without any abruptions. Like said in (Lussier, R. N., & Achua, C. F. 2013 Chapter 11 Pg. 395) in this era where things are very competitive and complicated, strategist should respond quickly to the changing marketing needs. Mr. Barack Obama as the president of United States keep himself well informed with the market situations and respond whenever needed.

The managers have to convince the employees that the change is urgent and there is great urgency. This model is made up of eight steps that should be implemented. First step is the increase of urgency with employees. It is important for all the employees to accept that the organization requires the change for it to overcome the challenge of possible run out of business. Second step is building a team that is dedicated to the process of change. The teams that can play the role of creating a vision which is the third step will help propel the change strategies. The organization need to communicate effectively to the members the requirements and assist the members in the adoption of the changes which is the fourth step. “The adoption process will involve empowering the employees to be able to embrace the changes with a few challenges” (Deans, 2009). Step five is to remove obstacles to change. For example, it will be important for Sea Treasures to train employees on the use of new technology to avoid costly mistakes. Changing or upgrading the system that poses threats to the achievement of the vision. In step six the organization will have to create short-term goals to ensure that the monitoring process is effective. In step seven “use increasing credibility to change systems structures and policies that do not align with the vision; and hire promote, and develop employees who can

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).

In order to survive and prosper in a rapid changing environment of business world, organization is often required to generate fast response to changes (French, Bell & Zawacki, 2005). Change management means to plan, initiate, realize, control, and finally stabilize change processes on both, corporate and personal level. Change may cover such diverse problems as for example strategic direction or personal development programs for staffs. In this

Riordan Manufacturing has two different types of power structures. The first power structure is the formal power structure. This structure is clearly seen through the organizational chart. The chart shows legitimate power from the CEO down. The informal power is also seen through the organizational chart, and it is expert power. This divides the departments into groups that let that group show the strengths they are good at. These structures will influence employee behavior because they will have to work between departments and with others to achieve the task they have or goals they are trying to reach.

Change management according to many becomes essential for the following reason: external pressure; which can encompass competition, new technology, cost, and regulation changes. Furthermore, economic and social conditions can escalate long-term change necessary. This paper will discuss several aspects of change management models, theories, and application thereof. In addition, it will provide overviews of the drivers of change, factors necessary for to implement change successfully, strategies and expectations of management, and leadership styles needed for influence and effectiveness.

Even though the employees could show resistance to the change managers would help them to deal with the situation and assist them during the transition to ensure that the implemented change becomes efficient. Managers could implement the change by relying information clearly, by being open, recognizing employees concerns, and respecting the employees. Managers should provide support by allowing them to have a face to face meeting in regards to the changes and explain the benefits of the changes by providing additional training. Also, managers must place the reluctant employees with others who are familiar with the changes that are being implemented. This would help the reluctant employees see that the changes would be worthwhile and beneficial to the organization and its advantages, as well as a possibility of their own jobs to become easier.

At the beginning of 2012, Martin Scott, the CEO and half owner of Alhambra Software Solutions, reflected on the situation of the company. He was proud that the organization had followed an ascendant path throughout the previous years, and had not been hit by the devastating effects of the internationalized economic crisis.

According to Cialdini, the success of leaders, executives, managers, and salespeople is measured by their capacity to complete goals. Those objectives are met, more often than not, by reasoning, persuading and stimulating others to share a vision and follow a common purpose. We live in a world where those who are the most influential are the most prosperous. Therefore, organizations need to understand the factors that cause one individual or employee to conform to another’s wish or action of some kind. Our world has become increasingly competitive and unpredictable; especially, amongst organizations and businesses alike. As a result, organizations are often forced to change their strategic direction to remain competitive in today’s

This research paper is intended for everyone expected to lead, manage and implement change. It covers every aspect of managing change, including essential principles, managing stakeholders, dealing with resisters, building effective change teams and more.

Change Management is a common word in today’s business environment. With continuously evolving business goals and strategies, change is inevitable and managing change is essential. It is important to understand what it is and how to use it to be effective in the discipline. Change management is a structured approach for ensuring that changes are thoroughly and smoothly implemented and for achieving lasting benefits of change. The change management focus is on the wider impacts of change, particularly on people and how they, as individuals and teams, move from the