Change management
Change management
Change management is the process controlling, planning, initializing, new work activities into the organization corporate structure. The goal of change management is to promote relationships among staff and management. The following are some of the change management concepts
- Information- before change process begins the management needs to information on the scale of change, effect of change and most importantly the areas that need change. Therefore, information is paramount to all other concepts. In order, encourage information flow the channels of communication need to be clear by having clear roles are reporting hierarchy.
- Interest- after information on what needs change in the organization, the leadership needs to have an interest to change the things done by aligning the organization goals and vision with changes. Therefore, interest comes in second. Interest can be improved by changing the employees working terms. This can be archived by viewing the employees as an asset to the firm
- Influence-the management after having the interest to make changes need to influence the employees to accept change and see the benefits of change to the overall firms goals.
- Structure-the organization needs to have the adequate structure to effect and influence change. Lack of a clear-cut structure leads to change in areas that do not need change which may back fire. Therefore, after the firm receives information and has an interest in making change, they need to have the structure to implement change.
- Indolent- for change to be accepted the management needs to bring together all the stakeholders for consensus building. This will lead to smooth implementation of change. The organizational structure needs to bring on board all to avoid backlash involvement may be enhanced by having an open door policy towards management and articulate their ideas
- Bargaining- after indolent of stakeholders we need to bargain where some of the planned changes may accept or dropped. This is effective in a give and take a situation where one stakeholder drops his view for another. This can be affected in the organization by encouraging compromise.
- Denial- during bargaining there is going to be denial of change because employees are not certain of the impact it is going to have. Denial may be compounded by the psychological and emotional state of mind. Denial may be expressed by anger and depression; therefore, they can be interchange in the hierarchy. Denial can be alleviated by assuring the employees of their job security
- Anger- this is an expression of the denial, whereby the employees do not feel free with change or are afraid of the impact of change in their lives. Anger can be tackled by having the employee’s fears taken care.
- Depression- this comes about when employees are not able to cope with change emotionally and psychologically. This can be measured by a drop in the productivity of the employees. Depression can be solved by training of employees to tackle changes occurring.
- Acceptance – during bargaining each side need to accept that they cannot have their way all the time. They need to accept their gains and losses during bargaining. Acceptance can be incorporated by having open discussions where the benefits of change are clearly articulated.
In conclusion, all the above concepts are necessary, and neither can be looked at without the other. We need the information to have interest, interest to have exerted influence. After influence, we need structure and indolent to effect change. In indolent, there is going to be bargaining o the various changes, which leads to denial, anger and depression and at last acceptance of change
References
Pierre, M. (2001). Conquering Organizational Change. New York: Cahnres Business Information.
Thomas, M. (2004). Concepts of Organizatioal Change. South Carolina: South carolina Technical Institute.
