Implementing Change

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Implementing Change
Omar Essar
HCS 475
January 2, 2013
Dr. Baron Smith

Implementing Change
Positive or negative, change can be challenging to manage because employees need to be on board and be obliged to make necessary changes as well as adjust his or her work habits. When implementing change, a manager may run into numerous obstacles from resistance from the staff to morale issues. This is primarily caused by a lack of understanding by the employees and a fear of how the change will affect him or her directly. Implementing change within an organization can be extremely difficult without a manager who understands d his or her role and responsibilities. This could be the deciding factor of whether or not the organization will succeed or fail when instituting change to the establishment (Mihai, 2009). It is the manager’s responsibility to understand how to address and put the change into action along with properly overseeing resistance from the staff. A manager must effectively assess, plan, implement, and evaluate the change he or she intends to put into practice to abet the staff in adjusting to modification.

To implement successful changes, the manager must undertake an active role in the change process. When implementing a change to an organization, managers must act as a catalyst to ensure the modification process runs smoothly for one phase to another until the modifications become permanent. The managers responsible for the implementation must demonstrate interpersonal skills, motivate employees, be flexible, confident, and possess the ability to develop ideas. It is crucial for those in a managerial position to possess these characteristics. Although managers are not often the precipitator of change, he or she is responsible for leading the change throughout the organization (Ratini, 2011).

Many individuals mistakenly forget that there are three distinct categories that must be addressed when implementing change, change in people, change in the process, and change in equipment. When the three parts are lumped together change may be difficult to put into effect. A manager in charge of implementing change must not forget to keep the categories compartmentalized to avoid needless aggravation and stress (Jackson, 2008).

The first category, change in people, is how the employee relate to one another and how the newly implemented change is going to affect the functions of the organization. When implementing a change, it is crucial that the manager communicates to all staff members why the change is necessary. According to Jackson (2008),

the explanation must be detailed enough to encourage a personal investment on the part
of your staff for the success of the change. If staff do not feel a real need for change, or
have not made a commitment to its implementation it will not only take longer to make
the change, but also the change will not be long term and sustainable (para. 5). A common mistake managers and other leaders make when implementing a change, is he or she assumes that because he or she can see the objective and picture clearly, that the rest of the staff can as well. In order for managers to implement change successfully, he or she must take into consideration what the staff can and cannot apprehend. All employees must have a common understanding about the changes that will be implemented as well as how it will be beneficial to him or her. If he or she realizes personal benefits not only to them, but also to his or her work environment as well, he or she will respond positively to the change. If the change is going to affect people and how he or she communicates with one another, the involvement of the staff is crucial for effectively implementing change (Jackson, 2008).

The second category that must be addressed when implementing change is in the organization’s processes. This category deals with how the organizations analyze forms and processes to make...
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