This is the case on the Ali municipal Authority in the process of change to Improve on its overall standards of services to its local community, to increase its efficiency and to reduce on its costs. To attain its mission, it indulged in activities of changing its structure, system and its processes by employing the external change consultant experts in the field of business change. A number of managers are identified from across the entity to work with the consultants as internal change consultants.
The implementation of the redesigned structures and processes creates significant impact to the municipality in that, on one side, it led to improved level and quality of services to the community while on the other side it led to greater loss of jobs of the citizenry. This was not taken positively by all stakeholders of the organization because of resistant to change by a few. But to improve on the efficiency, the municipality creates a process manager position that was responsible for in overseeing the management of the municipal services from inception to completion.
The process managers’ primary responsibility was to control the operational and business elements of the process (Al-Nuaim) The most difficult part of the exercise
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To cub the problem, this is addresses to the senior management who promised to implement steps to improve the process managers’ levels of managerial capabilities. On finding the resources, the municipality embarks on an urgent management development program to develop the process managers’ required skills. It organizes in house management training courses in which the turn over of the process managers was lower than expected that led to termination of the program and channel the scarce resources into other training areas.
Problem statement Ali municipal Authority is faced with challenges in implementing the organizational changes due to resistance to change by the project managers to adopt with the new environment. Besides, due to lack of appropriate skills (that includes budgetary, financial, strategic planning, political and conflict management) in their management, there is inefficient performance of their duties.
The employees are seen to fear interest threats incase of change to new system. They seem not to understand the purpose of the change making them to lack trust in of proposes system besides having different perceptions of the system that accelerated resistance of the changes. Further, they are less motivated to learn the new skills needed because they feel deprived of their departmental focus. This creates an absolute resistant to change by the underlying party.
On an event to introduce a program that would develop the employees’ skills in their operational activities, the process managers did not concur with the idea since they felt that they were deprived of their old version of doing their activities. Further, the municipality outsourced the consultant experts in business change to mingle with a number of managers from the municipality in the event of the organization’s change, an idea that did not combat the two parties. This even further increases the constraints towards the implementation of the change. Alternatives
Change is a situation where conditions differ from one time to another. This is normally catapulted by the organizations’ changes in technology, value systems, competitive pressures, and perceptions of peoples’ quality of life. There for change management always involves a structural approach to transition individuals, teams and organizations from their current status to a desired future state. In this municipality, this change to redesign organization’s structure system is resisted due to threat of self interest in money form, power, security and prestige.
Besides, there is lack of understanding and trust for the changes to be implemented, differences in perceptions and assessment towards this change and finally low tolerance for these changes by some few individuals. In order o overcome this resistances, s a senior management team member, I will advocate for education and communication regarding the changes to be implemented. However much they may be costly, the process managers should be educated about the upcoming changes before they occur.
They should be offered with necessary trainings in the fields of budgets, finance, strategic planning political and conflict management techniques so as to equip themselves in the event of organizations’ change. The nature as well as logic behind it should be communicated clearly by means of either one to one discussion, presentations to groups or using internal memorandums or reports. The other way out is to encourage participation and involvement of the employees. This gives them a chance to express their fears about the proposed changes and bring the affected ones together for implementation.
Even though there is always a challenge of differences in beliefs, attitudes and personalities of the participants, this would lessen the possibilities of resisting to changes. Moreover, there is need of the top management of the municipality to facilitate and support the changes by providing necessary resources for the changes to be carried out efficiently. Finally, it is appropriate to get to know the people involved and affected by the change so as to anticipate their reactions.
Conclusion The above strategies are the most convenient ones since they are rational fair and appropriate. By educating and communicating the proposed changes, the participants gets to know the benefits associated with such, by encouraging participation, employees are get to have a touch of how the new system will work once in operation and by top management supporting the implementation by giving resources, the lower levels will get to understand the seriousness of the matter.
Unlike the coercion and the manipulation way to institute change whereby the resistors are threatened of job loss, reduction of promotions and loss of privileges besides creating bad feelings and hostility, the above strategies make ones affected by change feel secure of the changes, familiarize them with the rewards of change and lessen their fear of being deprived off their interests. Implementation
For the Ali municipal authority to effectively implement the decision of organization’s system, it is appropriate to adopt a change process that will successfully accomplish its mission. This will make the municipality to plan for the steps to be followed. First, there is need to recognize the need for changing the organization’s system. This will involve management accepting the inevitability of the introduction of the system redesigning so that they can start preparing for it.
Second, once the municipality management has accepted the need for change, they should go ahead and select the most appropriate method of change in light of the organization’s mission and vision. Then, the municipality should unfreeze the status quo. This is the most difficult stage of the implementation process because it is concerned with the selling of change, giving the parties affected a motive for changing their attitude, value and behavior. At this stage, since the municipal need a change immediately, the unfreezing process should be accelerated.
Therefore, at this stage, the following are required; a crisis, someone to challenge and expose the existing behavior pattern, the involvement of the outsider and the alteration of the power structure (Michael 2009). Further, the municipal should go for system change by moving to a new condition. In this regard, there is need to identify how the desirable behavior should be. This entails communicating about the system and encouraging the municipal groups and individuals to adapt to the new system.
Finally, the municipal should refreeze to create a new status quo. This involves the consolidation or the reinforcement of the new behavior. This includes praising, rewarding and giving incentives of the positive changed behavior towards a new system. List of references Al-Nuaim, A. , Management of cities and municipalities) Retrieved 14 July 2010 from http://ww2. unhabitat. org/programmes/ifup/conf/AbdullahAl-AliAlNuaim. doc Lorenzen, Michael (2009). “Change Management”, Scarecrow Press. pp. 83-94. ISBN 0810867443.