Performance Intervention At The First Stage Of Making Changes Within An Organization

41). A systematic approach should be used when implementing a strategic change. The first step of the process would be redesigning how the initiative is currently being administered. The process should include how employees can contribute to cost control and outline the desired performance outcomes. Employees would be coached by their direct supervisor and fellow team members to achieve the preset goals. Supervisors can assess current employees to gage their current performance and encourage improvement. In addition, leadership should recruit future employees based desired skills and replace those not meeting or not willing to align to the new desired behaviors. The final strategic step would be having system in place to measure the behaviors and reward them accordingly. The systematic framework will require strong leadership skills to ensure its

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of motivating the

Open channels of communication within the entire organization are extremely important during change. Assumptions must be tested during the entire process. What seemed correct and the only way to go yesterday may not be the right way now. The questions that the change leaders asked at first need to be revisited to ensure the change is going as expected. This brings us to the next group of people in the change experience, the followers.

The methods that the organization will take to achieve the required results both now and in the future

This paper will explain the managers’ role within a company and their responsibility when implementing a change within a company. It’s not just the planning and organizing talking about what plans need to be placed in order to create a change in a company, but the manager must know what to expect and how to completely deal with staff to make a positive outcome for the team. In the end this paper will provide and explain the change process; assessment, planning, implementation, and evaluation.

Education is vital to introduce a new way of thinking, and overcoming resistance. Effectively communicating the intention of the project and the plan of action staff will feel less wary of change. Clearly communicating the logic behind the observation, interviews and analysis, the staff will embrace the inclusion. Involvement, will encourage the staff by actively participating in implanting changes. Encouraging email feedback from staff is an excellent way to monitor concerns and understanding of the protocols being implemented. This practice will add value to the staff and their opinion. The emails will allow the consultant to understand the questions and concerns the staff has, and address them either in a company-wide

Starting with top management since the CEO will not be involved in solving minor issues in the company. For employees that are also in Al’s position, these changes will give them more authority and control over their decisions since they will have more confidence when contributing with their opinions and points of view. This solution will give the organization the opportunity to become more united. Even though each business unit is separated by functions and have different responsibilities, they will be consolidated under a single vision and similar objectives that will make it easier for them to be

The process needed to restructure the organizational environment to one of team-based structure, what new policies need to be created to help employees adjust to the change, and what opportunities need to be provided for employees to upgrade skills (UOP, 2010). The leaders of Synergetic Solutions must weigh the resistance that will be received from such changes.

This involves breaking down barriers, sharing information, using a collaborative approach to problem solving, and orienting employees toward continuous learning and improvement. Leaders who are to transform employees to bring out his or her creativity, imagination, and best efforts require well-developed interpersonal skills, founded on an understanding of human behavior in organizations. Therefore, because training and development activities are planned programs of organizational improvement, and it is important that the programs are planned as thoroughly as possible, since the ultimate objective is to link training content to a desired job behavior (Cascio & Aguinis, 2011).

However the process of managing change needs to be proactively managed, rather than reactively as ‘change’ can be scary for employees when it is imposed on them. Another reason being is that employees know what their current job entails and how to do it, after the change employees may think they will be incapable of fulfilling the role. Therefore communication is key to all ‘Change Management’ activities. As a manager one needs to be experienced and confident with their leadership skills, commitment, responsibility, and authority, these are all the attributes needed for Change Management. (Oden. 1999 p9)

The frequent monitoring in the implementation of these changes is an important strategy for the effectiveness of this system and conduct a management audit analysis to detect areas of errors during this process. The relationship among organization process, system, and professional is decisive. The needed tools aligned with the teamwork increase the effectiveness of this process. In these changes to open communication among executives and employees is an important organization’s strategy. For the correct communication of goals, issues and steps in this process, the participation of all departments in an open forum allows the interchange of ideas, and increases the motivation from employees.

The fourth step is the communication of the vision. The message should be powerful and convincing. The management should use the same vision in solving daily problems. The management should respond to the employees concerns and anxieties honestly and try to convince them the change is necessary (Kotter, 1996). The fifth step is empowerment of the change processes. Kotter (1996) asserts that the stage should try to remove the obstacles of change. This is a critical point especially when the organization is implementing new processes. At this point, some people will resist the change processes because they are used to a particular method of doing things. The management can hire change leaders whose role will be studying the organization’s structure, reviewing job descriptions and compensation systems (Kotter, 1996). The sixth step is to create short-term wins. The management should plan for visible short-term performance improvements. The management should analyze the potential benefits and disadvantages of the short-term goals. In some cases, failure in attaining the short-term goals may jeopardize the entire change process. The seventh step in the implementation is to build on the change by planning for visible performance improvements. The management should reinforce the

During the implementation of change, there are bound to have resisters opposing the change. Communication is the crucial factor to convert the resisters with managers taking advantages of all the communication channels in the organisation to get the transformation effort across to all. It must be able to convey and explain the specifically how the vision will benefit them.

Defining the change process in an organization is an important aspect in determining whether the change was successful and how the process can be improved. It is also important to understand why change is necessary. According to Goodstein and Burke (1999) the

Establishments that wish to effect smaller changes will also need to focus on: management structures, personnel policies, operating policies, and workers skills. Therefore, it is imperative that an effective understanding of the organisation is made so as to identify its needs and problem. This is sequel to the type of intervention technique adopted. There are several intervention strategies that can be adopted. Several assumptions about the nature and functionality of organizations are made in the choice of a particular strategy. Some of these assumptions are: