Implementing Change Organizations do not change, people do (Sullivan and Decker, 2009). A manager’s responsibility is to manage people. Change is difficult for most people and managing through the change process is not an easy task. Many theories on managing change exist, but they basically have four elements: assessment, planning, implementation, and evaluation (Sullivan & Decker, 2009). A manager’s role is to examine each of these elements and apply them to the people that he or she leads. Addresses the Manager’s Role and Responsibility In Implementing Change 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 identify the problem or opportunity, collect the necessary data and information and analyze that data. The purpose of collecting and analyzing the data is to identify potential solutions and consequences of the change (Sullivan and Decker). After the data is analyzed the manager should develop a plan for change. This plan should include the time frame in which the change will take place and also the resources the manager has available and ones that are needed (Sullivan & Decker). The next step is to identify the supporters and opposers of the change. This is an important step because the enthusiasm of supporters can be contagious. When key supporters are given authority to make changes, they can be effective in leading others to support the change, and the change is more likely to succeed (Sullivan & Decker). Some people are very resistant to change. By identifying those who oppose the change it will give the management to work with those people or have them leave the organization. Change is... ... middle of paper ... ...is natural but how a manager manages the resistance will determine how successful he or she is. Change cannot be successful, unless there is support for the change. Most leaders can manage the actual change in an organization. A good leader does not just plan and act on the change plans, but listens and guides, his or her employees through the process. Managing the people through the change is the most difficult part. Works Cited Goman, C. K. (2000, December). The biggest mistakes in managing change. Retrieved May 13, 2011, from http://www.winstonbrill.com/bril001/html/article_index/articles/501-550/article506_body.html Sullivan, E. J., & Decker, P. J. (2009). Effective leadership and management in nursing (7th ed.). Themanager.org (2010, January 5). Change management. Retrieved May 16, 2011, from http://themanager.org/Knowledgebase/Management/Change.htm
Often times when one hears the word “change” in any aspect of life, they are often, put off, and intimidated by the word itself and the intended implication. This is a normal and understandable reaction for anyone engaging in any type of change. In terms of organizational change, this type of behavior often seen as, but is not limited to pushback, resistance, lack in productivity, turnover, drop in overall customer service, etc by team members. Thus, as organizational leaders, it is our responsibility to ensure that any change management implemented is smooth and has lasting benefits; by considering the impact on the organization as a whole and most importantly, the impact it will have on the team members within the
Change affects more than just a program or a process within an organization, change affects employees, collecting data on employee’s readiness and willingness to accept a change will help leaders know if the organization is socially ready for change (Cole, Harris, and Bernerth, 2006). A change might be positive for an organization but if the employees who will be affect by the change are lost in the process then it could create a greater issue than not making the change. Leadership needs to communicate and inspire the employees to be positive toward the change, seeking to enhance their job satisfaction not make changes that will increase their desire to leave. This data is best collected early in the change initiative allowing leadership to properly cast the vision while addressing concerns. This requires leadership to create platforms for employees to engage in the change initiative freely (Ford, 2006). Employee attitudes can be measured through these dialogues providing leadership with necessary measureable data (Hughes, 2007).
This book carries great discussions and uplifts our perspectives regarding business management in various ways. Frequent and common mistakes that were encountered by the managers was a key element for the ¡§eight mistakes of managing changes.¡§ Many follow others¡¦ common mistakes and fail from changing while reforming their organization. The possibility of failure is that they perceive the methods from those whom were successful, but they never understood the reasons why some people fail to change.
As an emerging leader whose desire is to see progress in his/her organization change is inevitable and necessary. Although change is an important component of moving forward and growing a lot of people resist change, this resistance can be contributed to our fear of the unknown which is what change represent to many people. Hence, when it comes to implementing change it would be best to start off by recognizing and identify what needs to be change ad how to bring about that change. You can’t convince others to go on a journey if you are not aware where you are going.
Sullivan, E. J., & Decker, P. J. (2009). Effective leadership and management in nursing (7th ed.).
When change management is done perfect , people feel adapted in the change process and work collectively towards a common objective, realizing benefits and delivering results [2].
Oakland, S.J. and S.J. Tanner. A new framework for managing change . 2007. http://www.emeraldinsight.com/Insight/ViewContentServlet?Filename=Published/EmeraldFullTextArticle/Articles/1060190604.html. 04 March 2014.
There are numerous academic textbooks, articles and journals on managing organisational change but there is no one hard-and-fast or specific textbook answer. This report attempts to interpret, analyse and provide a critical review of some of the various organisational change approaches that were published from as early as the 1940s. A total of 10 theories from a combination of academic articles and textbooks were read.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
Perhaps the biggest challenge in managing change within the organization is employee resistance to the change. (2) Keith R. Dutton, M.S. an instructor of organizational development manager at Illinois State University says “Change usually brings about the “10/80/10” rule: 10% of employees will actively embrace the change, 80% will be fence-sitters, and 10% will actively fight it. Your job is to recognize this and understand it. The 10% against the change will have the influence and ability to negatively infect the 80%. As such, you need to focus your efforts on influencing the negative 10%”
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
Prevention of resistance is most effective when implementing change. Preventing the weight of inertia in a workplace allows the change to happen in a timely manner with minimal problems. As Lee (2004) emphasizes, leaders have the ability to effect change and performance. If someone is accountable for outcomes and poor habits, outcomes will improve. The manager must show a caring attitude over the process of change and welcome any positive innovation. This caring attitude will become contagious to the employees working under him and become a priority to them as well. Approaching the change in an accepting, open-minded manner can decrease the vulnerability and frustration associated with change. How the change is presented can make the biggest difference in the outcome of the change. The manager must show that blaming will be avoided at all costs. One will only ask why, not who, to avoid the feeling of belittlement. This can allow employees to become comfortable with voicing their opinions and mistakes, which can allow an even greater range of improvement. The manager must also encourage...
Middlebrook, B., Caruth, D., & Frank, R. (1984, Summer 85). Overcoming Resistance to Change. Management Journal, 50(3), pp. 23.
Managers must first evaluate their personal reactions to the organisational change and how they can best accept this change. They must then ascertain the knowledge or training they may need to lead this change in the most successful manner.
In conclusion, information in this paper discusses the roles and responsibilities of a manager in implementing a change within a department or organization and the components that make up how a manager can successfully handle resistance to change. It also defines knowledge management and organizational learning as they both are needed to bring about a cultural change in an organization or department and the vital role transformation leadership plays in bring that cultural change to the department.