Managing Change

Topics: Change management, Management, Organization Pages: 8 (2581 words) Published: August 30, 2013
FLORA MARIE EUBION ISAGAAugust 24, 2013
BA501 Organization BehaviorProf. Fidel Oblena, MBA

MANAGING CHANGE

Change happens in every organization. Some Companies grow larger while others are not. Many organization look for a change and learning how to manage change regardless of what change the organization needed. Change Management need thoughtful planning and sensitive implementation and above all the consultation and involvement of the people affected by changes and in a way as to minimize employee resistance and cost to the organization and also maximizing the effectiveness of the change effort. Change must be realistic, achievable and measurable. Organizational change occurs when a company makes a transition from its current status for a desire future status and today’s business organization requires companies to undergo changes almost if they are to remain competitive business industry. Before starting organizational change, there are many things to consider: What do we want to achieve with the change, why, and how will know the change has been achieve? Who is affected by the change, and how will the people affected react to it? The effective change management needs all employees participate in the cycle of changes, because changes may affect every employees and also the organization. Change management means to make change happen. The primary change agents in a organization is the manager and or the chief of staff or even the principal. By the decisions they make and their policies and role-modeling behaviors, they shape the organization’s change. For instance management decisions related to the past management and policies. Refer to the process of project management, and ensure that you augment this with consultative communications to agree and gain support for the reasons for the change.involving and informing people also creates opportunities for others to participate in planning and implementing the changes, which lightens your burden, spreads the organizational load, and creates a sense of ownership and familiarity among the people affected.

RESPONSIBILITY FOR MANAGING CHANGE
The employee does not have a responsibility to manage change, the employee’s responsibility is no other that to do their best, which is different for every person and depends on a wide variety of factors: the health, maturity, stability, experience, personality, motivation, etc. responsibility for managing change in a way that employees can cope with it. The Manager has a responsibility to facilitate and enable change, especially to understand the situation and the objective of the change. Managers also the responsible for the employee to help understand reasons, aims, ways for positive response, own situations and capabilities.

PROBLEM
Encountering complications or problems when implementing a change on how your organization manages change is given. Problem is always accompanied by a solution and before the management implements the change they want, problems already occur. The major problem in a change of management in an organization is when the management force change on people or in their employees. Observance of the following must be taken into consideration, to wit: A. There is a need to scrutinize, evaluate, and analyze the occurrence of such changes. 1. Why a need for a flexible manpower be taken?

Why would anyone resist managing change well? At a high level, no one. But as the change management process becomes more defined and various populations understand it the resistance begins to surface. Some will wonder why there is a need, some will believe they do change management fine, it’s the other people who know how to do it. “So leave me alone”. 2. When is the proper time or effectivity of its implementation? Design the desired future state of the organization. Some involves picturing the ideal situation for the company after change is implemented, conveying this vision clearly to everyone involved...

References: Denise P. Federer, Ph.D. is founder and principal of Federer Performance Management Group, and she has 27 years of experience working with key executives, business leaders and Fortune 500 companies as a behavioral psychologist, consultant, coach and trainer.
LaMarsh and Associates, Inc., November 17, 2008
Bateman, Thomas S., and Carl P. Zeithaml. Management: Function and Strategy. Homewood, IL: Irwin, 1990., Albert Vermeulen, Director of Consulting Services for LaMarsh & Associates, Inc.
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F/Mayor Zaldy Lopez Gariguez, 1998, Government Employye, Chief of Staff-Office of Cong.Mark Enverga (Immediate Supervisor) 1989 to Present.
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