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Managing leading change

One must consider that there is nothing trickier to bring out, or more hesitant of an accomplishment, or more hazardous to carry out than to instigate an innovative way of doing things. It a trail that is hastening in the rate of amendments which results in an increasing need for restructuring. Restructuring normally is terrifying, since it`s seen as method of interruption of the status quo, a danger to people`s vested interest in their jobs, and a disturbance to an establishment traditions of doing things. For those reasons restructuring is often delayed which results to failure of efficiency and a rise in expenditure.

Consequent proceedings have established the significance of this trepidation regarding organization transformation. This transformation is normally attributed to, new government regulation, new products, growth, increase in competition, technological development and a changing workforce. Small number of organization change efforts tends to be complete failures, but neither few tend to be entirely successful either. Most efforts stumble upon problems, they often take longer than expected and desired, they sometimes kill morale, and often cost a great deal in terms of managerial time or emotional upheaval.

In this document we will concentrate on diverse causes of resistance to change and outline

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a methodical way to select a strategy and set specific approaches for implementing an organizational effort. Often changes lopes into a kind of resistance . To help managers understand resistance there is a need to sensitize them on the kinds of defiance to change that will arise. They include parochial self interest, misunderstanding and lack of trust, different assessment, and low tolerance for change. a) Parochial self interest

People become focused on their own particularized pursuits and not those of the entire organization, this resistance often mutates to politics or political behavior. b) Misunderstanding and lack of trust People resist change when they don’t comprehend its implications and observe that it might outlay them much more than they will gain. c) Difference assessments People access circumstances in a different way from their managers or those commencing change see more costs than benefits resulting from change not only for themselves but their company as well. d) Low tolerance for change

All human beings are limited in their ability to change, with some people being much more limited than others, thus the fear of not being able to develop new skills. It’s because of people`s limited tolerance for change that individuals will sometimes resist change even when they realize it’s a good one. The question is how; do we deal with this resistance? Managers need to understand variety of ways to help people coupe with or react to organizational change, and also ways that can positively influence specific individuals. The following are ways that would help managers deal with these situations they include

i. Education and communication ii. Participation and involvement iii. Facilitation and support iv. Negotiation and agreement v. Manipulation and co-operation vi. Explicit and implicit coercion Education and communication An education and communication program can be best when resistance is based on inadequate or inaccurate information and analysis. This is especially when initiators need resisters help in implementing change. Communications of ideas help people see the need for logic change. This involves one on one discussion, presentation to groups or memos and reports.

Participation and involvement When change initiators’ believe they don’t have all information they need to design and implement a change or when they need the whole hearted commitment of others, to do so, involving others makes a good sense. Facilitation and support Facilitation and support are the most helpful when fear and anxiety lies at the heart of resistance. This process might include providing training in new skills or giving employees time off after a demanding period, or simply listening and providing emotional support. Negotiation and agreement

In larger organization where divisions are very interdependent of other divisions, to prevent managers or employees from undermining efforts of other, there is need of negotiation and have agreements to achieve objectives and offer incentives to potential resisters. This is to prevent complains in the process of change. It’s particularly appropriate when it’s clear that someone is going to lose as a result of change Manipulation and co-operation This context, normally involve very selective use of information and conscious structuring of event. One common form of manipulation is cooperation.

This usually involves giving an individual desirable role in the design and implementation of change. Explicit and implicit coercion This is where you essentially force people to accent a change by explicitly or implicitly threatening people with loss of job, promotion, possibilities or actually firing or transferring them. All this six ways of dealing with changes and resistance are important; however some have advantage over others for example. Facilitation and support this, is investing in training and education which includes training in skills they would require to perform their job effectively.

Another benefit of training program is that it will indoctrinate employees in the company`s philosophy and train them in its service and principles. In the long run the company will enjoy low turnover and provide a ready pool of experienced employees to support especially future expansion plans, as opposed to manipulation and co-optation. Where some individuals may feel they are being tricked into not resisting and not being treated equally, will result in low morale which translates to poor output and in the long run impact the company negatively.

Participation and involvement will show that no person is more important than the other in an organization; therefore employees tend to feel valued . Also implementing ideas given by employees will give then a sense of contribution and which is an important factor in retention. As opposed to explicit and impact coercion which essentially force people to accept change by threatening or firing resulting to poor work output. Methods that will benefits organization in the long run should be adopted to deal with emerging resistance to change that will give a longitudinal view of where management is heading in the future.

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