Too many change management principles regard change as a short-term event, like putting into practice a new procedure or system. Organisations are advised how to prepare people for change and how to get them through it with minimal damage and cost.
Another main problem is how to break down the resistance to change from stubborn employees. Business may miss the point that it is the people who develop the idea to change who are the most enthusiastic about it. Senior executives aren't more adaptable than lower level employees. The real problem is that ownership is at the top.
1.0 Managing Change Effective
1.1 Resistance to Change
People resist change for a good reason. Everyone is under great pressure to meet targets and, to be efficient, businesses need routines. A great deal of their work may require them to solve problems with some creative thinking, but the mass of it can be done by itself once they know what they are doing. This takes a lot less effort than having to think through from scratch how to do something. Change is frustrating because it disrupts people's routines. This is very threatening because it raises the possibility that the business might not meet their targets if they have to learn something new. It is a worrying thought that the employees might not be competent in the new methods.
Change is also annoying because someone else is trying to tell the employees how to do the employers/managements job better. This is insulting and people resist it for emotional reasons no matter how good the idea might be.
1.2 Identify a Need for Change
In order for businesses to be profitable, management must assess the effects of new technology, new systems and procedures and new business cultures. For example, when new technology is employed within an organisation, the technological efficiency serves no purpose unless enough terms are made to train the employees of those new procedures. As a result managers would need to implement new systems and procedures to ensure that the new technology leads to an increase in efficiency. For instance, employees can be reorganised into work teams to gain productivity and creativity benefits.
1.3 Create a Culture Change
A business culture refers to the values, attitudes and beliefs held by management and employees. A business culture may have attitudes which do not support change, and the business may not be motivated to improve its situation. An unsuited business culture may lead to more resistances to change and a longer duration of implementing that change. The success of change management is significantly influenced by the acceptance of change by management and employees. After all, the quality of the product or service and the image of the business are all a reflection of the culture of the business and the relationship between employees and management.
1.4 Employ Change Models
Kurt Lewin, a famous theorist proposed the unfreeze/change/refreeze model. Firstly, staff must be convinced that change is actually necessary. Managers then needed to highlight the areas of concern, or even point out where things are better in other businesses. Next, the change itself requires a range of solutions to be acted upon as soon as possible (before resistance builds up). Finally, refreezing involves reinforcing and formalising the change.
The other form of a change model is a force field analysis. Force Field Analysis is a useful technique for looking at all the forces for and against a decision. In effect, it is a specialized method of weighing pros and cons. By carrying out the analysis you can plan to strengthen the forces that support a decision, and reduce the impact of opposition to it. It helps you to weigh the importance of these factors and decide whether a plan is worth implementing. Where you have decided to carry out a plan, Force Field Analysis helps you identify changes that you could make to improve it.
2.0 Effective Employment Relations
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