Roles of Managers and Individuals

1274 Words Nov 2nd, 2013 6 Pages
Roles of Managers and Individuals Paper
Tod M. Stewart
MGT/426 - Managing Change in the Workplace
August 26, 2013
Dr. George R. Monk, PhD

Roles of Managers and Individuals Paper
Change is inevitable. Change brings rebirth, renewal, an opportunity to redefine and refocus on how individuals and organizations interact within its environment. Change management seeks the acceptance and adoption of new creative and innovative ways of performing their duties. Change can come in the form of a systems, procedures, policies, or structures. The important focus in organizational change is in the behaviors and results-based production of its employees. Value is delivered to the organization when individual employees take ownership and
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Internal change agents can be subjected to concerns like confidentiality, conflict of interest, and stress.
External Change Agents
External change agents are generally brought in for “major organization-wide changes…because these consultants are from the outside, they are not bound by the firm's culture, politics, or traditions” (Lunenburg, 2010). External change agents provide a fresh perspective, challenge and question organizational norms, and does not take sides creating legitimacy. The risks of external change agents range from time management (may not be available during organizational needs; split time with other clients), cost (major expense), requires time to familiarize with systems, procedures, and structures, or may even abandon the organization.
Combating Resistance
In order to successfully combat resistance, managers should understand that not all employees resist change. However, identifying individual resistance is important in developing a strategy in overcoming it and transitioning an employee’s behavior and actions. Symptoms of active resistance can range from blaming, intimidation, to sabotage. Passive resistance is identified as malicious compliance, procrastination, withholding information, and failure to implement changes. (Akin, et al, p. 147). Individuals who resist change base their decisions on the perception that the timing of the change is wrong, the specific change is too excessive, the change does not align with personal ethical

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