The Impact Of Large Scale Change On Morale And Employee Engagement

Organizations need to change in order to stay competitive or to respond to changing internal or external factors. This is especially true in Healthcare, specifically the Home Health and Hospice sector. The trigger event, which required this change, is the sequestration and rebasing from the Centers of Medicare and Medicare. A trigger event is a shift in the internal or external environment which necessitates the need for a firm to change (Spector, 2013, p. 14). The following essay will discuss the most significant problems the company might face as it implements change and how it relates to the sequential model of effective change implementation. This model notates the most optimal way to utilize tools, as well as, the best way to

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

During the analysis, it is evident that the most difficult task or challenge that was faced was the impact change had on the employees. As evident from the rapid growth and the changes that were implemented in a short period of time, this level of change can be difficult on many. Organization change does take time for individuals to adjust, especially those that have held certain beliefs, mindsets, and habits for many years (Richards, 2016). Many efforts and programs were put into place to help assist and develop staff, but due to the fast pace, many did not stay with the organization through these transitions. There may have been some benefit in slowing the pace down some, so the change was not so significant or drastic at such expedited speed. Due to the turbulent environment that individuals and organizations face in the financial services industry, strong leadership, good communication, and a commitment to change management should be priority (Sherwood, Wolfe, & Staley, 2005). Advia Credit Union may have benefited from

Businesses have to adapt to the ever-changing economy. It is not much of a choice for business leaders to change elements of their organization to stay in competition with their peers. The hardest part, most of the time, is changing the people in the organization to develop the necessary outcome or goal. As a business leader getting rid of people or changing their job specifics is one of the many responsibilities they have to be comfortable performing. Organizations have to take into consideration their competitors, customers, shareholders, employees, and the community to make decisions. Change is an aspect that many people are afraid of. In the new millennium, organizational leaders have to embrace

It was once said that the only constant is change which is true. This change can be a major change or a subtle one, either way change is still constant.

First and foremost, Gar should not bark down what NCO should do to overcome this change as this would be counterproductive. What should actually occur is, Mr. Finnvold should foster an environment where all employees can learn what and why changed is required. Learning is the process of collecting data from the external arena, analyzing that information, which in turn allows an individuals to adapt their thinking and behaviors accordingly (Spector, 2013, p. 53). For illustration, the employees of NCO were in a culture that was defined by high cost, low customer service responsiveness and not a strong management skill set, in addition to, they were not providing much value and defining and telling customers what they want instead of visa versa. As a result, Gar should start the learning process with the employees by providing the consultation

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

Unfortunately, our town hall meetings and employee discussions consistently reveal the company is always behind or falls short in the area of strategy and operating plans. There have been several changes administered within the company specifically focusing on customer experience and claim life cycle time. These changes also directly affect the employee’s job performance and load. At times it seems changes are not considered or do not come to fruition until another company

Whether good or bad, one thing is certain, change is inevitable. Organizations as well as people that do not acknowledge or embrace it are bound to fall behind or stagnate (Rooy, 2014). TransAct Insurance Corporation (TIC) was on the verge of needing change. A prominent auto insurer in Southeastern United States was attempting to revamp the way it conducted business. The goal was to improve customer service and strengthen its competitive position. The TIC Board of Directors had hired a new president and replaced three key vice presidents. One of the new VP’s being Jim Leon, would be tasked with leading the Claims division. This was no small task as Claims was the largest division with “1,500 employees, 50 claims center managers, and 5 regional directors” (McShane & Von Glinow, 2015, p. 449). Despite the size, Jim met with each manager and toured each of TIC’s 50 claims centers. As he spoke with employee at all levels he began to understand that moral was low and employee-management relations were tense. Georg C. Lichtenberg summed it nicely, “I cannot say whether things will get better if we change; what I can say is they must change if they are to get better” (Rooy, 2014). Change needed to take place to repair these working relationships, but where to start?

Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.

Resistance to change is one of the biggest barriers that organizations face in their efforts to implement organizational change. This greatly hampers the uptake of new technologies, new ways of doing work and even progress of organizations. Reviewing on this, the British Journal of

For any business in the rapidly evolving world of business, planning and implementing successful organizational change is indispensable. Essentially, organizational change refers to a process whereby an organization strives to optimize performance in order to achieve its ideal state characterized by high performance and profitability (Côté & Mayhew, 2014). Any business would be more likely to lose its competitive edge, as well as fail to meet the demands of its loyal consumers if it doesn’t plan and implement change. Weiss (2012) emphasizes that all organizations ought to embrace change, and it’s imperative to note that successful organizational change doesn’t involve simple process of adjustments; instead it requires appropriate change management capabilities.

Leaders also try to achieve the same quality for their own status, which allows them to pursue greater strength, achieve personal goals and future endeavours. According to a recent study conducted by Psychometrics Canada a pioneer in research assessment, has mentioned in one of its report that employee engagement in the organisation plays a major role in the success of any organisation. Accordingly it says that the best way to increase the relation is by working out a strategy that builds positive environment and culture relations between the workers and ensuring a good leader to fit for the purpose. Leaders in the organisation can try to achieve a better employee engagement by listening to followers opinions, communicating his vision with a clarity, providing and developing strategies and solution for the success, and finally recognising the ability of the followers and praising their contributions. Thisaspect of leadership is displayed by general feedback, generating ideas and possess enthusiastic in requesting for help (Bradley P. Owens, 2013). One example of this leadership quality is described by DAVID J. BOBB(David J B, 2013) in his book saying following servant leadership is very difficult as it is not a natural talent to anyone. He takes the example of George Washington, though considered to be a man of high temper and showing excess pride in his capabilities and qualities during his period as a freedom fighter. As he has foreseen the global position he is getting