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Managing Change
Coceptual Frameworks
Resistance
Explain the role of management in the change process
PC (a) the role of management in the change process
PC (b) the different conceptual frameworks used in the analysis of change
PC (c) the difficulties inherent in the role
PC (d) an explanation of what can be done to overcome resistance to change
Managing change will be more successful if management apply some simple things. Change management involves thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. Before starting change, the organisation needs to ask certain questions:
What do we want to achieve with this change, why, and how will we know that the change has been achieved?
Who is affected by this change, and how will they react to it?
How much of this change can we achieve ourselves, and what parts of the change do we need help with?
An organisation must not sell change to people as a way of receiving agreement and implementation. Selling change to people is not a suitable strategy for success, unless your aim is to be bitten on the bum at some time in the future when you least expect it. When people listen to a management high-up selling them a change, decent people will generally smile and appear to agree, but quietly to themselves, theyre thinking, “No way, if you think Im standing for that youve another think coming…” Instead, change needs to be understood and managed in a way that people can cope effectively with it. Change can be unsettling, so the manager logically needs to be a settling influence.
Check that people affected by the change agree with, or at least understand, the need for change, and have a chance to decide how the change will be managed, and to be involved in the planning and implementation of the change. Use face-to-face communications to handle sensitive aspects of organisational change. Managers need to communicate face-to-face with their people too if they are helping you manage an organizational change. Email and written notices are extremely weak at conveying and developing understanding.
Involving and informing people also creates opportunities for others to participate in planning and implementing the changes, which lightens your burden, spreads the organisational load, and creates a sense of ownership and familiarity among the people affected.
For organizational change that entails new actions, objectives and processes for a group or team of people, use workshops to achieve understanding, involvement, plans, measurable aims, actions and commitment. Encourage your management team to use workshops with their people too if they are helping you to manage the change. Workshops combine training, development, team-building, communications, motivation and planning. Participation and involvement of staff increases the sense of ownership and empowerment, and facilitates the development of organisations and individuals.
Workshops are effective in managing change and achieving improvement, and particularly the creation of initiatives, plans, process and actions to achieve particular business and organisational aims. Workshops are also great for breaking down barriers, improving communications inside and outside of departments, and integrating staff after acquisition or merger. The best and most constructive motivational team-building format is a workshop, or better still series of workshops, focusing on the peoples key priorities and personal responsibilities/interest areas, which hopefully will strongly overlap with business and departmental aims too. Workshop facilitation by a team leader or manager develops leadership, and workshops achieve strong focus on business aims among team members.
You should even apply these principles to very tough change like making people redundant, closures and integrating merged or acquired organizations. Bad news needs even more careful management than routine change. Hiding behind memos and middle managers will make matters worse. Consulting with people,