Change Management

1 MANAGING CHANGE In the past, the main objective of most organizations was to remain stable and only make modest modifications when necessary. However, times have since changed and organizations are forced to adapt. The modern business environment is dynamic and fast-paced due to rapid globalization and changes in technology. Essentially, organizations that seek to remain relevant and competitive must be able to respond to change promptly.

The executives and management of organizations have a duty to create the best strategies that drive change effectively. However, creating and managing change involves more than devising plans for the future of the organization. It also involves aligning the human resource’s culture, practices and attitudes towards the desired objective. Strategies themselves are ineffective without the collective effort of the employees to effect changes (Andreatta 30). As the Head of Human Resources, I facilitate the implementation and management of change by communicating the desired change to employees, assigning various roles to them and leading them through the process. It is also essential to create a culture of openness to change, commitment and productivity.

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2 Changes that are meant to improve service delivery and product quality will ultimately lead to some employees being moved to different roles in newly created departments. This will require a significant amount of change because employees will be required to learn new skills, use different technologies, and work in different roles (Bill 62). As the Head of Human Resource, it is my duty to ensure that there is a smoother transition through communicating effectively, minimizing resistance to change and establishing the factors that may hinder change.

It is essential to create a culture of open communication across all levels of the organization and openness to change.

Expected Reactions to Change Change is an inevitable part of growth, and as we restructure the organization, there will be several precedented and unprecedented changes in the coming days. Change initiatives are pron to failure due to workers’ resistance to change. Change is met with a variety of reactions, ranging from excitement to anger and worry. For example, in this case where the company is being restructured to improve the business, workers are likely to resist change due to fears of job loss. Employees may fear whether the changes will lead to pay cuts, demotions or negatively affect their career prospects. Anger and hostility are also common reactions to organizational change. It may present itself visibly such as through emotional outbursts, or it might also be repressed such as sabotaging the company’s efforts, quitting, and gossiping. However, not all reactions are negative. Some employees might be neutral while others may react positively and view it as an opportunity to learn something new in their career, and also make a change. Others may also deem change as a necessary part of the company’s and their own growth. Changes also lead to a state of uncertainty. Employees do not know what to expect, and the role that they will be required to play.

3 Employee resistance is a common reaction to change because it is often uncomfortable to deviate from the normal way of thinking and doing things. As the Head of Human Resources, it is important to try to understand why employees feel what they feel. Trying to communicate clearly from day one will help to ease the negative emotions associated with change, thus making the process smoother.

Dealing with Resistance to Change Human beings are creatures of habit and comfort, therefore, it is normal for people to feel uncomfortable or threatened when major changes occur. Restructuring the organization is a major change that is likely to encounter significant employee resistance. As the Head of Human Resources it is my responsibility to minimize or eliminate the factors that lead to resistance to change in order to ensure that employees are willing to adapt to change (Cornett). There are three main strategies that I may use to motivate employees to accept change. The first strategy is creating trust. Trust is created through communicating regularly and transparently with employees about the incoming changes. Employees should be encouraged to express their concerns about the changes, and should also have their questions answered as truthfully as possible. The second strategy is to communicate the reasons why the changes are necessary.

Employee resistance can be reduced by helping them understand that the changes are a crucial part of the growth of the organization and it would help the organization reach its desired future state more effectively. Failure to change, on the other hand, would cause the organization to stagnate, reduce its competitiveness and increase chances of failure. Therefore, change is positive. The third strategy is to motivate employees to get involved in the change process. This can be achieved by welcoming their involvement and participation in designing the actions for organizational change. When employees are invited to take responsibility in the change process,

4 they are more likely to become responsive to change. However, when the executive and management fail to include them in designing and implementation stages, it contributes to employees failure to understand the need for change.

How Line Managers Can Support Change Implementation It is the duty of managers to ensure that the members of an organization are receptive to changes within the organization. Line managers can lead employees to successfully accept and implement changes by following the eight steps advanced by Kotter (Creed 45). These are, firstly, to heighten the sense of urgency about the changes. Secondly, to divide employees into teams that will be responsible for dealing with the changes. Thirdly, it is important to create specific visions and objectives for employees to work towards individually and as a team.

Fourthly, the line managers should communicate these visions and objectives clearly and consistently to the workers. Workers should be encouraged to participate actively in the process as opposed to simply following orders and instructions. It is important for employees to also have a say in the process. Fifthly, line managers should empower workers to take action by providing them with the knowledge, equipment and skills necessary for them to perform their new jobs effectively. Sixthly, it is essential to create short-term goals and celebrate their achievement in order to keep employees motivated to achieve the bigger picture (Management et al.). Failure to recognize and celebrate progress may cause people to become demotivated and give up. Seventh, line managers should continually take note of the employees who are positive to change and are able to implement the vision better. These employees should be developed, promoted and rewarded in order to reinvigorate their efforts and make them work harder towards creating more change. It might also be important to take note of employees who are derailing the change process and finding ways to change their behavior. Line managers should set an example

5 to the rest of the team through their persistence. The eight step is to implement the changes across all levels of the organization and periodically monitor the progress to ensure that employees all follow the established guidelines and procedures.

Requirements for successful change Organizational change begins with the realization of the integral role it plays in enhancing the performance of the organization. The success of the change process relies significantly on how the change process is managed, and the perceptions that employees have towards the process. Employees will be more willing to accept change when they are involved in the process and they are convinced that it is for their own benefit and that of the organization.

Management should treat employees with as much consideration as possible during the change process because essentially, they are the drivers and implementers of the desired changes (Furxhi 305). A successful change process begins with a clear plan that elaborates the reason for change, how the changes will affect employees and the intended outcome of the changes. Since the changes are going to be implemented and sustained by workers, it is crucial to ensure that they are involved in all stages of the process. Most people are resistant to change because they will have to perform unfamiliar roles. It is the duty of the management to ensure that employees are adequately trained in order to equip them with the skills and knowledge that are required for their new roles. Finally, continuous support is an integral part of effecting changes. Employees should be encouraged to provide feedback such as expressing their concerns and asking questions about the changes.

6 Works Cited Andreatta, Britt. Leading Change. Lynda.Com, 2017.

Bill, Pasmore. Leading Continuous Change. Berrett-Koehler, 2015.

Cornett, Ian. "8 Principles For Leading Successful Organizational Change". Eaglesflight.Com, 2020, https://www.eaglesflight.com/blog/8-principles-for-leading-successfulorganizational-change.

Creed, Andrew. Organisational Change. Cengage Learning, 2019.

Furxhi, Gentisa et al. "Organizational Change: Employees Reaction Towards It". European Journal Of Multidisciplinary Studies, vol 1, no. 1, 2016, p. 303. EUSER, doi:10.26417/ejms.v1i1.p303-308.

Management, Operational et al. "Kotter's Change Management Model – Businessballs.Com".

Businessballs.Com, 2020, https://www.businessballs.com/change-management/kotterschange-model/.