Introduction
In Mckinsey it says that the changes that take place in management programs have shown to be failed by 70 percent (Keller and Aiken, 2008). Companies tried to make changes like merging with other companies, trying new system software to make things easier for their workers, to make the quality of works better, and others as this could improve the quality and quantity of the works as well (Gottschalk, 2005). However, these changes will not come free to the companies as they need to pour out a lot of money to make changes. The most dilemma that companies faced are how to motivate each of their employees, companies have tried to do their best to motivate them by giving them bonuses if employees could meet up with the key performance of the company or giving them a holiday twice in a year (Keller and Aiken, 2008). Employees are sensitive about every little change in their work life as they have been comfortable with what they are doing right now, especially changes related to culture as each employee need to adjust to the company’s culture as well (Durai, 2010). Therefore the purpose of this assessment is to identify the main reasons of the failure of changes in management and how to mitigate the failing rates.
Executive Summary
There are five main reasons on why management programs have failed to make changes; lack of knowledge, it is mainly the knowing-doing gap means that their knowledge did not reflect on their practice (Buono, 2002). Secondly, lack of skills and practice means most of the employees are afraid to take initiative movement as they could be blamed when things did not work accordingly with what they think rather they just voiced their opinions or ideas (Armstrong, 2006). Third, the leader’s behavior that...
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Elite Engineering has been unable to successfully implement change because they haven’t been able to get the employees to see the need for the change and to believe in the change. “It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things.” (Kotter & Schlesinger, 2008) Change is often met with resistance. When it comes down to it many people fear change. At Elite Engineering, the engineers were happy with the way things were being run. They enjoyed the billable work they were doing and did not want to take the time to collaborate with others, as it would take away time from their billable work. The engineers saw the billable work they were doing as a way to ensure they received their bonus at the end of the year. However, they were failing to see that the litigation business was going to begin to shrink and in order for them to remain competitive, changes needed to be made. Kotter and Schlesinger state that there are for common reasons that people resist change. The four reasons are the desire not to lose something of value, a misunderstanding of the change and its implications, a belief that the change does not make sense for the organization, and a low tolerance for change. (Kotter & Schlesinger, 2008) At Elite Engineering, I think upper management was unsuccessful at implementing change because the employees didn’t want to lose their bonuses (something of value to them), they misunderstood the change, and they didn’t feel that the change made sense for the organization.
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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.
Change had always been a value at Winning Ways, but how change is managed is as important as the substance of the ideas. The implementation of new ideas as well as the mobility of the employees within the company became areas of concern. There was a great deal of confusion regarding company decisions and the purpose of certain initiatives. Although there was a commitment to seeking new management approaches, employees felt as though many ideas were pushed off to the side without ever being considered. Others were implemented, such as teams, but the actual structures were not sustained, creating confusion and tension as employees tried to work within a framework that did not always make sense. Although constant change was once embraced as a vehicle for innovation and increased success, it became increasingly difficult for the employees to follow large shifts. While change can create progress, it can also reflect a lack of focus and/or signify a lack of clear interest in a strategy or approach. In order for changes to be effective, they have to be clear and be implemented in a way that allows for their evaluation. Furthermore, as the company continued to hire from the outside, current employees found themselves isolated with no opportunity for upward mobility. New hires often had higher levels of education as compared to older workers who provided experience, were committed to the company, and had a strong interest in learning. Because people often feel out of the loop, it would be wise for Winning Ways to introduce employee involvement programs. For example, participative management allows for joint decision making in which subordinates share decision-making power with their supervisors (Robbins & Judge, 2012). As a result, employees would feel as though their voice can be heard and have a better
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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,
The writer often finds that when organization makes changes to stay competitive there are always someone who will say “we have not done it that way”. Change can scare a person at times. The writer believes that leaders and managers needs to have training and experience in implementing changes to employees that are set in their ways especially employees that has worked
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...
Change involves various forces, barriers and hindrances. These factors can affect the implementation process and thus there is need to identify them and eliminate them if possible. The first barrier is resistance to change. People may be willing to receive less pay but be assured of stability of the organization. Change in Alaska for instance met some resistance since the employees were scared of losing their jobs since the collapse of the company due to implementation of change. Political factors may also lead to resistance by the employees to adopt the new changes within a company. In order to face this barrier head on it’s important to have consistent communication with the employees, requesting feedback
Cummings, T. G. & Worley, C. G. (2001). Organizational development and change (7th ed.). Ohio, USA: South-Western College Publishing.
Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager’s face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences.
Cummings, T. G., & Worley, C. G. (2009). Organization development & change (9th ed.). Australia: South-Western/Cengage Learning.