HCS/475 Leadership and Performance Management
February 21, 2011
University of Phoenix
Change is described as an attempt that consists of actual physical changes to operations in an organization and how the change has different emotional stimulation to employees. Change can be a painful process in the workplace because it means going from what is certain and known to the unknown. Employees who have worked for an organization for a long time will lose his or her comfort zone of what has become familiar, capabilities he or she has become used to, the status or financial security that was once an advantage, and networks the employees have taken a long time to build (Top 10 Things Managers Should Know About Implementing ITIL, 2005).
To successfully implement a change, employees need to understand how the change will be a benefit and impact daily work. What may look good on paper does not always pan out to be the best change unless those employees who will be directly affected have any input, and drawbacks. Which are not realized by the planning team could occur and cause further distress to employees. Change should be a fundamental part of management plan, whether driven by external forces such as economic or market trends, or internal forces, such as those accompanying a total quality management (Moore 2008). Before implementing changes managers should be aware of certain criteria that will make for a smooth transition.
Manager’s Role and Responsibility in Implementing Change
For change to be successful, a conscious well thought out project management approach should be taken. Managers should think the change through creating a vision, and strategy of what the plan is going to consist of (2005). First on the agenda for management should be to create a checklist on the planning and implementation of the change to take place. Management should consider job content, responsibility, new-unknown-tasks, new methods of working, new skills, new relationships, threats to security, new training, and retraining (2008).
Management should share information about the change to as many as possible allowing for suggestions, input, and differences. Once information is delivered to all the participants in the change the project should be broken down into manageable areas, which will minimize surprises (2008). Standards and requirements about the change should be made clear, and management should be honest if any downsides are apparent with the change. Other important factor managers should obtain the right people involved in implementing the change.
This includes recognizing the needs of staff and if conflict should arise it should be dealt with in a positive manner (Porter-O’Grady & Malloch, 2007). Furthermore, managers should give direction without coming off like a dictator and by involving everyone commitment and trust is earned. Once managers have earned the trust of individuals the easier it is to create a blame-free culture of empowerment and pushing down decision-making, but clarifying decision- making boundaries (2008). Once a manager has appointed an individual who has a proven track record, built the right team, and developed a plan of how the organization can benefit at the end. With this change staff members that’s resistant to the change as of why urgency exists in making the change (2008).
Managers and Handling Staff Resistance to Change
The only thing constant and certain is changed and as the saying goes “If it is not broke, don’t fix it.” However, individuals who have become accustomed to his or her schedule and do not like to deviate from the plan can become panicked when an organization want so implement change. In actuality, convincing people of the need for change is a complicated, sensitive business, which can seem odd if the change is thrown at people with little or no warning (2008)....
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Porter-O’Grady, T. & Malloch, K. (2007). Managing for success in health care. St. Louis Mo:
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