Engaging employees in changes is a priority in change management. Being a Christian can help or hurt the ability of a manager to build the best work relationship with staff. Christian managers use the rules of engagement to their advantage. They consider questions such as 1) how do we engage each other/our employees; 2) how do we initiate difficult conversations with between each other/employees; 3) is the employee/employer comfortable with conflict, and 4) what is the tendency to take things personally (DevelopMe, 2014)? Christian managers are familiar with the effects of accepting confrontation and exemplify proper rules of engagement during organizational change. Good Christian managers “listen carefully to people and show them they’ve heard them by responding verbally or taking action” (Woolfe, 2002).
There are also Christian mana...
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...o motivate others to reach your goals, you must constantly communicate your message” (Woolfe, 2002).
In conclusion, a number of attributes distinguish a successful change management program. First, the change program must be people-focuses. Managers cannot achieve business change objectives without altering the way people work and behave. Second, a successful change management program is systemic. Every business is a system; managers need to understand the enablers and barriers of systems to effect change. Third, changes use formal and informal levers. Allowing employees the opportunity to shape the change through informal and peer-to-peer networks add value to the balanced and integrated change effort. At the same time, it is necessary to drive change through formal organizational enablers such as recruitment, reward, and performance management processes.
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