Addressing Challenges of Groups and Teams

Topics: Management, Change management, Communication Pages: 5 (1815 words) Published: April 12, 2013
Addressing Challenges of Groups and Teams
December 10, 2012
LDR 531
Leo Maganares

Which methods will be used to present the operational change?

According to Cummings and Worley (1997) there is a five-phase process for managing change, including: motivating change, creating vision, developing political support, managing the transition, and sustaining momentum. Motivating change involves creating a work environment that embraces change and developing approaches to overcome any resistance to change. The general guidelines include: enlightening members of the organization about the need for change, expressing the current status of the organization and where it should be in the future, and developing realistic approaches to change. Employees may be resistant to change due to fear of the unknown. Leaders need to reassure their employees and listen to their concerns. Creating a vision for the company involves describing what the change effort is striving to accomplish. Employees must feel that the vision is realistic and relevant to the company. Developing political support is critical to the change being implemented successfully. Politics is all about power in the organization. Change often means a shift in power across management levels. In order for the change to be successful, the change effort must recruit the support of all key players in the organization. A strong mechanism for ensuring an alignment of power is developing a network of power-players who interact and count on each other to support and guide the change effort. Managing the transition occurs when the actual transition from the current state to the future state occurs. These changes might require on-going coaching as well as training and enforcement of new policies and procedures. It is important to keep employees focused on the goal that the change is trying to achieve. Ideally, the various actions should be integrated into a Change Management Plan that focuses on specific objectives, milestones, deadlines, and responsibilities of each employee. It is important to adjust the plan as time goes on in order to keep it up to date and relevant. Sustaining momentum is often the most difficult stage. Strong, visible, and ongoing support from top leadership is critical in this stage. Employee performance management systems are vital in this stage and include: setting goals, sharing feedback about accomplishment of goals, rewarding behaviors that successfully achieve goals and accomplish change, and addressing any performance issues (Cummings & Worley, 1997). Overall, Cummings and Worley (1995) developed a strong five-phase organizational change plan that can successfully guide organizations through the process while successfully creating the organizations new vision.

How would you develop a training that conveys to multiple audiences within the organization? Once the leadership has demonstrated that they are behind the change, ensured they have shared the benefits of the change, and shown how it supports the company vision, it is time for the company to roll out training to make sure everyone understands their individual role in achieving the goals. The training will come in stages as a top down approach. The initial face-to-face training will occur with the top leaders in the call center, and afterwards with the Supervisors. The Supervisors will roll it out to their individual teams. The training will be an open collaboration about the benefits of the change as well as a discussion of the teams concerns. The goals and metrics the representatives are expected to meet will also be discussed. The next stage of training will be an online training with the techs and specs of the products they will be selling, as well as the system processing steps. All other training will be departmental based. The representatives will receive face-to-face sales training on how to position and close on the products. The Operations teams will get training on how to support...

References: Conflict Resolution Strategic Dispute Management: retrieved from “ business/.”
Cummings, T., & Worley, C. (1997). Organizational Development and Change (6th ed.).
South-Western College Publishing, USA.
Gary, Y. (2010). Leadership in Organization (7th ed.). Upper Saddle River, NJ: Pearson
Heathfield, S. M. (2004). Team building and delegation. How and when to empower people.
Retrieved from
Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall.
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