Mgmt 306

Employees tend to view change as a bad thing for their career. It is the managements job to look into the reasons an employee might be facing, and then to address them accordingly. Without such management, there is little hope for organization's future.

To successfully implement change, employees need to understand how this will benefit them and impact their daily work. One of the things is that something might look good on paper can have drawbacks that are not realized by the planners, but can be easily identified by the employees who must implement the change. Therefore as a manager you need to bring the idea to the employees and get their feedback and continue to empower the employees to make the change that will work for them. Since change doesn’t happen overnight a manager needs to continually in monitoring the process and to assist the

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

Implementing change in an organization is complicated. It is important that a manager understands their role and responsibilities for which could very well be the success or failure of an organization. A manager should know how to handle staff resistance, and the areas that require change. There are processes that help management with assisting their staff members with adjusting to change and concentrate on the areas of importance. This process includes planning, assessment, implementation, and evaluation. The difference between a failed organization and a successful manager is when the manager has the ability to implement change with little disruption to

According to Sullivan and Decker there is a ten-step process to implement change (Sullivan & Decker, 2009). In the first three steps the manager must

This article discusses the pros and cons of advocating change within the workplace. It also discusses the reason (s) individuals are said to resist change because of habit and inertia, fear of the unknown, absence of the skills they will need after the change, and fear of losing power. OD approaches to organizational change pr

The organization will want to ensure that the changes are made through the correct channels at the appropriate time. Making sure the change is wanted by the individuals, and not coerced to change. Managers must not make change to the organization only in the interest of themselves, as this will damage the organization. If this is done, the organization can lose public trust or even cause the company to crumble.

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

In order to manage change a manager needs to understand innovation and change in an organisation

(Mendes, 1996) However, many times the change or changes make it virtually impossible to get educated on the various scenarios that the new change may affect in the workplace. These changes may include modifying and changing of the call script, introducing new shortcut keys in the software and unexpected changes in management. Employees are expected to adapt to the changes quickly and complete all their work in the same period as before the change in the organization. Management intervenes and attempts to assist employees but in many instances they are not abreast and knowledgeable of the processes of the change. Some of the new procedures instituted seem to serve no functionality to the job given. Individuals are growing tired of the continual changes but must to handle business as usual or they are considered non-compliant team members. The tolerance for change would be more welcomed if they were thoroughly researched and did not cause additional challenges and

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).

The reason behind this point is that the managers have this position in the organization that they can motivate and inspire the general staff and they have many different mechanisms and they can also make their staff to accept the change and also to adapt is without any hassle and problems (Carr, 1996; Gouillart, 1995; Gareth, 2006).

Managers must lead change. for change to happen in a company a manger must be an effective leader to make the change run smoothly. They must establish a sense of urgency, set stretch goals, making the problems aware to the employees and not sugar coating the failure with in the organization. A manager could have data backing up the weaknesses of the company. For example, by directly contacting unhappy customers. After this first step is established we move on to creating the guiding coalition. For this step it requires a team of leaders in power to take the information the company has too grow. The third step is developing a vision and strategy, this step is about communication with the employees. The managers are communication how the

Change is hard for every company. In the words of Frederick Douglass, “If there is no struggle, there is no progress”. Success in change management can be very hard to accomplish. To have success means the company has the ability to communicate and work together in an organized fashion, while simultaneously making significant changes in the company. This process proves very difficult in any size company. Larger companies generally have more complicated changes, because for a large company to make these changes it has to be worth using the resources to do so. Smaller companies changes can be hard because many times the employees are set in their ways, and change would just make everything more difficult. When it comes to change management there are six factors that are imperative to have for the process to be a success: leading, communicating, learning, measuring, involving, and sustaining. All six of these factors must be planned and addressed properly for the company to achieve the best results. If a company is lacking in one of these areas it can a negative impact on all of the other areas. Change affects employees on every level of the organization. A CEO or a General Manager will be under a lot of pressure to make the change happen in a specific timeline. When things are not happening on time, the pressure can trickle down to lower management as well as employees. It is very important for

Claims that, in the quest for competitive advantage, modern organizations are making increasing demands on their change managers. Questions what organizations are doing to help managers develop the skills necessary to operate in a rapidly changing work environment. Suggests that systematic management development efforts at organizational level are vital to accelerate and sustain management change. Seeks to identify why managerial appraisals frequently fail and are ineffective as a management development tool. Proposes that, if an organization is going to rely heavily