Impact of Change on People

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IT Management|
Change Management|
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The Impact of Change on People|
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Shabnam Shakiliyeva|
4/20/2012|
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Content
Introduction ...........................................................................................3 1. The impact of change on people...................................................3 2. Transition Leadership...................................................................4 3. How To Manage People Through Change...................................5 Conclusion .............................................................................................6 References ..............................................................................................7

Introduction
In today’s deregulating and increasingly competitive business environment, organizational change is becoming inevitable. Today’s successful organizations are experiencing transitions in the areas of technology, process reengineering, mergers, and organizational restructuring in order to remain competitive. However, although these areas impact employees at all levels of the company, senior management often overlook this fact. Therefore, it is imperative that company management understands the impact of organizational change on employees and manages these effects accordingly. By doing so, organizational leaders minimize the negative impact change has on productivity and performance. The impact of change on people

Beckhard and Harris (1987) define the period of time between the identification of the need for change and the achievement of a desired future state as the 'transition state’. There will come a point when the organization continues to rely on the old system while the new one is being developed, installed and debugged. During this period, people affected by the change will have to keep the old system going while learning how to work with the new system and develop the work roles and relationships that will have to be in place when the new system is up and running. So many people are uncomfortable with change and a large part of managing change is overcoming resistance, and promoting acceptance and belief in the change. Leaders can overcome this resistance by communicating effectively. Talk about why change is necessary, and share their vision of change with everyone. This includes talking to all stakeholders and getting their support early in the process. These early discussions can help leaders assess the various barriers to change, and then plan how to manage stakeholders as they move the project forward. According to Beckhard and Harris's Change Equation, for people to be motivated to change, they must be dissatisfied with the current situation, and must think that the proposed solution is desirable and practical. Leaders use this equation to assess readiness for change, so they can ensure that a change is actually needed, and that their planned changes will result in significant benefits. Frequently, information technology professionals overlook the impacts of technology changes on people. Almost any change to technology will have an impact on business processes, which will directly impact the day-to-day jobs of individual employees. As a result, changes to technology require attention to the impacts that they have on both process and people. The practice of Organizational Change Management (OCM) focuses on ensuring that the people side of change is addressed appropriately. OCM is the process of aligning the organization’s people and culture with changes in business strategy, organizational structure, technology, and business processes. OCM is important because, at the most rudimentary level, all change involves some degree of loss whether it is loss of stability, loss of expertise, loss of relationships, or loss of understanding. People often try to avoid the experience of loss by resisting change. Resistance can come in different forms and be expressed with different emotions such as...
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