Managers should assess how much change they can make in one round of negotiations and should also work carefully on the language of your proposals (Maytree Foundation Website). Managers should use several techniques to prepare for bargaining during the negotiation meeting (Dessler, pg. 579). The negotiation of a new agreement means that you prepare, prepare, and prepare! An employer's negotiating team is in a tough position: it represents management but it must respond to and balance employee interests (Maytree Foundation Website).
Corporate culture at some point dictates how, when , and where Change Management has to be performed, for better efficiency and effectiveness. Although there are always problems with change. Kotter proposed a Six Change Approaches model to deal with resistance to change: 1. Education and Communication. The staff is informed before hand for the changes that are to come.
He identifies eight organizational metaphors; machines, organisms, brains, cultures, political systems, psychic prisons and flux and transformation (Morgan, 1986). Organisations as machines, political systems, organisms, and flux and transformation are particularly common assumptions that are often used by managers, writers and consultants to make sense of how organizational change works. In reality most organizations use combinations of approaches to tackle change and not just one of the above, however these provide useful insights into the process of organizational change (Cameron and Green, 2012). This essay will try to make sense out of these assumptions to understand what organisational change is. By doing so, insights will be drawn on how organizational change can be managed and led.
Either by lack of trust or individuals believes that change is not possible we must be ready to employ hard, rational, or soft influencing techniques that can deal with the changes that we use to prepare the Brigade for its next employment. The three critical leadership challenges for the Brigade resolve around creating a new vision, setting clear expectations, and establishing a positive unit climate. In order to model this change correctly, we will use Mr. John Kotter's Eight-Stage Model to guide us through its eight steps for us to make lasting progress. First, we must demonstrate a sense of urgency by showing both the profits and the need for change. We do this by creating a new vision, setting clear expectations, and establishing a positive unit climate.
ORGANIZATIONAL CHANGE 2 A Perspective on Organizational Changes An organization goes through many barriers when implementing changes to restructure the daily routines when the foundation is surrounded by a person in charge changing on a recurring basis. Let's take a look at a variety of levels a company endure when making changes to shaping and anticipating the future of an organization. The company will need to assess their weaknesses and strengths to possibly move into opportunities to improve the mission and goals while an organization goes through changes. The next level is to define the mission with expectations by attempting to create a strategic plan to put into action when making changes in an organization. And then, the company move into implementing the plan to reorganize the goals to substantially fulfill or work toward productivity, customer service, effectiveness, and the quality of work of a specific organization.
Understanding Kotter’s 8 step model of change. Every organisation goes throw an event that prompts the realisation that change needs to occur in order for the firm to survive or evolve in their respective market. Therefore the process of change requires management to develop a strategy to drive the organisation through change effectively. Notably, this process is not an easy endeavour, similarly, the need to change will not always be acknowledged by incumbents at other managerial levels of the organisation. Thus it is important for management to have strategies to deal with internal resistance to the change.
In doing so, it enables the manager to have a starting point and act upon it. Next, the manager is trained to generate solutions, whether they are obvious or creative. Managers tend to struggle in this stage because they feel pressured to make quick decisions rather than constructive decisions and looking at all the possible solutions that there could be. To fix this problem, trainers suggest managers to spend more time considering the possibilities that are present rather than simply diving into the first solution that they think of (Kinicki & Fugate, 253). Such rash decisions could either pose a risk for the company or make it more prosperous.
As what Reese have cited during the interview, any alteration in the staff’s usual practice is most likely to be perceived as a threat. Change is difficult but leading and implementing a change is even harder. According to Paton and McCalman (2008), learning how to implement change is a major skill that everyone desires to have but not everyone has it and that learning to live with change is a major means of survival. Change is not just something that one will simply carry out and get it done with. It requires good management and intrapersonal skills.
Will I be able to keep up with the changes in my organization? These are some of the questions that bring about employee apprehension to changes in business. This very apprehension can determine the success or the failure of change within that system. Yet change is inevitable. Much like the Darwinian theory of survival, the company that can adapt with changes in emerging technologies will survive in today's society.
Managing and Maintaining Change Change itself is the only constant for organizations that hope to have a full lifespan. While small changes occur with regularity, a wholesale transformation or quantum evolutionary leap sometimes becomes necessary. Without the full support of staff and management, such fundamental shifts are challenging, perhaps even impossible to orchestrate successfully. Part of gaining that support lies in managing change effectively. Haphazard change cannot breed confidence, but directional, managed change that follows a logical progression carries the entire organization forward.