Change is inescapable and Synergetic Solutions has seized this concept. However, executing change is not as easy as identifying the necessity of change. The internal and external components that necessitate change is understood by Synergetic Solutions along with the determination to advance the company, but executing change is complicated when encountered with opposition. Management and subordinates must comprehend, by means of excellent communication, the necessity of change and the route in which to acquire that change triumphantly.
Internal and External Forces of Change
Limited skills of employees are one internal factor that made Synergetic Solutions execute change. The basic skills that most employees have is there already, but the continuation of education and learning has been completed by how many employees? Basic computer skills are needed with Synergetic Solutions, but not many employees are experts in a selected area (UOP, 2014). Within the company, employees will complete specialized training and education, but not individually, when it is provided and the opportunity is there. Positive change can occur when employees are trained to execute recently developed procedures of the job that raise the skills and capacity of each employee. Synergetic Solutions must execute change to educate their 300 employees who work in service and sales to elaborate their skills and capacity. Over the next nine months, Synergetic Solutions would like to increase their revenue by 80% and to enlarge their revenue every quarter. To meet these goals and be successful, a change is inevitable and must happen. Synergetic Solutions is surveying the training and certification required to redirect the company to planning and executing networking ...
... middle of paper ...
... group resistance, Synergetic Solutions must also take into consideration resistance from stockholders and how supply and demand will be affected by changes. If stockholders do not see the changes implemented properly and revenue grow as projected, great resistance and pressure will set on the management of Synergetic Solutions.
Conclusion
Strategies must be in position to execute changes since Synergetic Solutions is expanding. Communication with employees is crucial in keeping up morale and explaining the changes in a way that will decrease resistance and gain acceptance. Leaders of Synergetic Solutions must first understand internal and external forces that require change and understand that resistance is a rational response. Implementing the changes requires a change model to use as a guide to successfully completing changes with the least amount of resistance.
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.
It is important that if you are ever running a business, you change before the change comes to you. Change can have either a positive or negative effect on a business and it is extremely important to strive to make it a positive
As a person one might find that we follow a specific routine on the day to day basis. Sudden changes to these routines feels weird and out of place. In William Faulkner’s “A Rose For Emily” based in a fictional town called Jefferson taking place during the twentieth century. The time period is indeed an important factor because southern tradition was above all of the highest importance. This short story gives the audience details of life during that time in which they followed the values of southern tradition and the importance to never stray away from those traditions. The context of the story is laced with subliminal messages of humanities resistance to change.
Change is the only constant in life. And therefore it should be understood as part of a continuing work in progress that calls for a much broader canvas that seeks out competing voices, and works with the resulting ambiguities, contradictions and tensions of messy reality (Graetz, F. & Smith, A., 2010). In this submission I try to show that organizational change is majorly based on the environment surrounding it much more than the desire of the members or change agents working in that organization. This view diverts from that of Lippitt, (1958) who suggests that implementing planned organizational changes successfully depends on premeditated interventions intended to modify the functioning of an organization. It also diverts from the traditional approaches to organizational change that generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition (Collis, 1998). In this discussion therefore, comparison made between the different philosophies of change and I try to show that successful change implantation largely depends on an organizations appreciation of what goes on around it rather than what they have planned as a strategic direction.
Change usually comes with resistance in any workplace because change disrupts the employees’ sense of safety and control (Lewis, 2012). Kurt Lewin (1951) created a three step process for assisting employees with organizational Change (Lewis, 2012). The three stages are Unfreeze, Change and Refreeze. These are the steps to a smooth transition for change within organizations. Further, these steps are not possible without good communication from upper Management through line staff. Communication was consistently listed as an issue in surveys conducted by the department.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
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.
Throughout the countless pages of history, there exists many occurrences of change. Some of these changes are positive while others are negative. Nevertheless, as each change occurs, it must undergo struggles to become accepted. One example of the struggles of change that is seen in today’s society is the ongoing fight for religious freedom. Another change that is currently facing obstacles is the fight to change policies that raise the question of equality. Lastly, another struggle for change is the conflict that is occurring in order to make same-sex marriage legal. Through the examples of all these changes, there exists the common factor of changing values. As values change, new changes are undertaken. Therefore, changing values entail further change, but in order for these changes to be accepted, they must overcome obstacles.
The transformation of a company requires hundreds, sometimes thousands of employees to adopt a new view of its future, a future they must regard as essential. Change management involves managing the process of achieving this future state. Change can be viewed from two vantage points, that of the people making the changes and that of the people experiencing the changes. In the top-down, or strategic viewpoint associated with management, the focus is on technical issues such as the investment required, the processes for implementing the change, how soon the change can be realized, and the outcome. In the bottom-up viewpoint of the employee, the focus is on what the change means to the ...
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...
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
In fact, it is in those individuals where there is the possibility of accumulating knowledge, jumping on innovation and mobilizing the will of the people in an organization. Clearly, the leader in charge of this transformation or revitalization plays a major role. With very few exceptions, it appears that the efforts of the executives are faced with a very large resistance change of the members of the organization. This is so given because the changes that people are looking at more radical and take place more discomfort than any change in strategy or process.
The idea of change is the most constant factor in business today and organisational change therefore plays a crucial role in this highly dynamic environment. It is defined as a company that is going through a transformation and is in a progressive step towards improving their existing capabilities. Organisational change is important as managers need to continue to commit and deliver today but must also think of changes that lie ahead tomorrow. This is a difficult task because management systems are design, and people are rewarded for stability. These two main factors will be discussed with reasons as to why organisational change is necessary for survival, but on the other hand why it is difficult to accomplish.
Change is a constant and ingoing process in an organization. Change can be defined as one of the many characteristics of organization development. The change efforts are based on the analysis of particular problems and their purpose is to attain specific goals. Change is not an easy thing to implement and anticipate. It is a difficult and a challenging process; therefore the management has to take certain steps in order to prepare them for antedating the change in business environment. The senior management can prepare themselves for a change through studying and researching about change, by having a sound awareness about the change process and by understanding the necessity of change and by being mentally tough about the change process. All in all, a constant change is ...
The employee reflects change in an organization as a shift of role, responsibilities and skill. However, in an organizational level its refers change as a framework structure around the changing needs and capability of an organization to perform. Both employee and organization’s perception of change are needed to ensure the change is successful. Brown (2011) reported that “the role of change as a corrective action often affect patterns of work or values, and in consequence meet with resistance” (p. 144). Once an organization and its member decide to conduct a change program, they intensify the forces that driving the change. The life cycle of employee’s resistance is necessary in accomplishing change in an organization. There are five important phases in a life cycle of employee resistance to change in an organization, namely introduce the change, forces of change emerge, direct conflict happens in an organization, residual resistance appear in an organization and lastly, establish the change. (refer to Figure 1 in Appendix 1).