Running head: Implementing Change Paper
Implementing Change Paper
HCS/475 Leadership and Performance Development
October 13, 2014
Running head: Implementing Change Paper
Implementing change in the workplace can be very difficult to manager, supervisors, and staff. Change in the workplace will often occur to strengthen weak areas and produce revenue for the organization. Change within the workplace can be devastating but if the organization stay the same and never change, it will never grow and be compatible to other organizations.
Manager’s role and responsibility
There are many ways a manager could handle the role and responsibility of implementing change, but in order for the manager to implement the changes within the organization is by planning, assessment, implementation, and evaluation. These effective steps must be followed step by step in order to be productive and continue a high level of growth and revenue.
Organizations today are constantly changing and searching for ways for the organization to continue to survive and stay above water. Changes can make a difference within a organization between success and failure, Merrell (2012) stated. Changes are trying to do something in a different way, and when a organization make a change and achieve goals set forth management role and responsibilities are fulfill.
Managers should meet with their staff to discuss the changes within the organization. Manager’s role is to lead their staff in the right direction and make sure each staff member know and understand their part as the organization make changes to open up to growth and produce a healthy revenue. During the organization change the manager should allow the staff to give their input to how they feel and what they think about the changes within the organization and ask Running head: Implementing Change Paper
questions concerning the future of the organization. When there are changes within the organization there will be some problems that will need to be resolved in a timely manner in order for the organization to continue to grow. Manager will be able to adjust to change as well as the staff, and work together to achieve set goals.
Once the managers have met with each staff member to discuss the changes within the organization, and allowed the staff to express their feelings and concern about the changes, now the manager should be ready to handle any conflict the staff may be concern with or dealing with regarding the changes made within the organization. Manager’s addresses ways to handle staff resistance to change
Resistance is normal for human reactions in change and most of the resistance to change can be eliminated and avoided if the effective change is managed right the first time. Understanding that change management is not only for managing resistance whenever it may occur, but it also can use as a tool for engaging and activating staff in a change. When the emotion is positive surrounding change, this prevents resistance from occurring and the positive environment surrounding change is power of utilizing change management.
Resistance is something to be expected. Anytime changes exist there will be some resistance to change. Having the fear of not knowing not knowing what is happening or going to happen can create stress and resistance. Change management teams should expect resistance to occur and work with project teams to correct the problem(s), but change management should never be surprise and always expect it. Running head: Implementing Change Paper
Another aspect of expecting resistance is when project team reflects back to when a project was being initiated and resistance occurred but there was nothing done to correct the concern upfront and if the situation had been handled correctly from the beginning there would not be problems with resistance from the team....
References: Bovey, Wayne H. and Hede, Andrew. 2001. Resistance to organizational change: the role of defence mechanisms. Journal of Managerial Psychology, 16(7): 553-548.
Levasseur, Robert E. 2001. People Skills: Change Management Tools – Lewin’s Change Mode
Interfaces, 31(4): 71-73.
Dale, Hendricks. 1989. The elements of successful organizational change, Industrial
Management, 31(2): 4-5.
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