Leadership and Performance Development/HCS 475
October 10, 2011
Change is an ongoing and never ending organizational process. Change is often planned because of conflict between the desired and actual state of affairs. Conflict may arise because of difficulties in reaching performance goals or because new goals have been created (Sullivan & Decker, 2009). Making these changes in the workplace is stressful for everyone involved including the staff, the management, and the consumer. The role of the staff is vital for the change process to be smooth and the staff may be resistant to the changes, causing a systematic breakdown. It is the management’s responsibility to make this transition least traumatic as possible for all parties involved. This paper will discuss the steps management takes to implement change and how management handles staff resistance. Management’s role and responsibility
Management’s role and responsibility when implementing change is to ensure the transition is smooth. The manager needs to be aware of the permanent and never-ending demands that a changing environment has on the staff and the work load and translates the changes to the staff (Porter-O'Grady, 2007). They should be able to distinguish the difference between short-term and sustainable change in order to move effortlessly between responding to appropriate change and implementing the necessary structure. Management also needs to be able to look at the bigger picture and draw from various personal experiences and the work of the organization to make decisions in regard to essential changes and organizational direction. Most importantly a manager needs to be aware of and open to sustainable change in their individual behavior. Handling staff resistance
The staff’s role is the most important part of the change process and being able to deal with any resistance they may have will make the process less stressful and smoother for management. Many times with change the staff is faced with uncertainties, anxieties, and fear. One way to build the staff’s confidence and alleviate the feelings of anxiety and fear is to spend time with the staff talking about their fear and anxieties and helping them understand the meaning and significance in the changes to the organization. Also keeping open lines of communication about the coming changes and allowing the staff to voice their concerns and ideas while aiding the staff to stay focused and moving in the direction to meet the demand for change. Expressing how the changes affect the staff personally will assist in a smooth transition as well. The manager should express the modification of duties and activities, the purpose of the change and how it improves the work conditions of the individual, the timeline for change, and the anticipated influence on the outcomes of work (Porter-O'Grady, 2007). If the staff understands how the changes will impact their jobs they will better accept the changes. Change process
Organizational change does not happen the way we expect or plan. There are specific steps that must be taken to make the transition successful. These steps are called the change process and this process includes assessment, planning, implementation, and evaluation. The assessment phase
The first step in the assessment phase is identifying the problem or opportunity. The problem or opportunity should be clearly identified so that key individuals, who are known as change agents, understand why a change needs to take place and the search for solutions will not be confused. The key individuals will need to start by answering the following set of questions: 1. Where are we now? What is unique about us? What should our business be? 2. What can we do that is different from and better than what our competitors do? 3. What is the driving stimulus in our organization?...