Change is nothing new and a simple fact of life. Some people actively thrive on new challenges and constant change, while others prefer the comfort of the status quo and strongly resist any change. It is all down to the personality of the individual and there is little management can do about resistance to change (Mullins 2010: 753).
Change is unavoidable in modern businesses. Change within organizations and markets can be driven by a number of factors, such as technological innovation, a changing legal environment, or evolving consumer tastes. it is important to garner buy-in from managers and front line employees in order to maximize the effectiveness of the change and the change process itself. Unfortunately this is not always easy to achieve. While some people in your organization are likely to welcome the change, most times there are at least a handful of key employees who will resist it. In this way, change can increase the productivity and satisfaction of some employees, while reducing the productivity and satisfaction of others.
This is because of the fear of the unknown. That is, they feel worry about how the change will influence them with their job performance as well as their connection with other workers. A slight amount of nervousness is to be anticipated from many individuals when the status quo changes, purely since individuals need time to regulate their thinking, performance and social interactions to any changes.
Hence, opposition to change is unavoidable, managers must take into consideration to resistance as they plan to implement.
To effectively manage change, managers must recognize why a worker’s first response to a new proposal, for instance uneasiness and fear of the unknown, occasionally quickens into more unhelpful actions like decreased job performance. There is a lot management could do;
- Management should be responsible to give advance information about the change
- Management should entirely update affected staffs of the whys and wherefores behind the change.
- Management should be there to clarify workers’ questions in relation to the changes.
- Management must provide workers time to replicate on how the suggested change impacts them, the organization and their customers.
Manger’s roles to ensure change progresses
- Understanding Change
Using the Lewin’s change management Model which explains how you usually have to “breakdown” the present state of things in order to make improvements.
- Planning Change
To make the changes McKinsey 7S Framework a famous tool which helps manager to understand the relationship between seven “hard” and “soft” aspects of organizations.
- Implementing Change
With the Training Needs Assessment, management can use it to guaranteeing that the right individuals are given the right training at the right time.
- Communicating Change
Stakeholder Analysis, this is a formal method management can use for categorizing, prioritizing and understanding the job’s stakeholders.
Change Management Models Managers should adapt..
Change management can be applied in many ways including the above mentioned but the one of the best model managers should apply would be Kotter’s 8-Step Change Model. This is the core set of change management actions that are essential to be done to influence change and make it stick in the long term.
In 1981, British Airways brought on board a new chair. When this chairperson started, he observed and realised the corporation was very ineffective in addition it was wasting a lot of valued resources. To make the company more productive, he chose to rebuild the whole organisation. He understood that the most ideal approach to do this was through a change management plan. Deliberately, the organization started reducing its workforce. In any case, before this was carried out, through his change management leadership, the chairman gave the organization the explanations behind the rebuilding and privatization of the organization to equip them for the approaching change. In this way, through leadership and communication, he engaged his organisation through a tough time that could have been awful without influential change management resistance communication (Faucheux 2013).
In 2007 Mike Green implied that useless management approaches can result to resistance to change to go faster. Studies have shown the need for corrective management action, such as providing sufficient information about transformation and being more open to employees with uncertainties. Managers must moreover tie the change to better patron service and ought to continually work to make a climate where the workforce are encouraged to learn innovative ideas and try them out (Green 2007).
Faucheux, M. (2013) Three Examples Of Successful Change Management Practices [online] available from <http://www.brighthubpm.com/change-management/55056-examples-of-change-management-plans-that-worked/> [18 September 2014]
Green, M. (2007) Change Management Masterclass. 1st edn. London: Kogan Page
Ingram, D. (2014) What Are The Pros And Cons Of Change In A Business? [online] available from <http://smallbusiness.chron.com/pros-cons-change-business-433.html> [18 September 2014]
Tools, M. (2014) Change Management: Making Organization Change Happen Effectively [online] available from <http://www.mindtools.com/pages/article/newPPM_87.htm> [18 September 2014]