Change Management Techniques
Introduction
Change management technique is simply the process of following a certain systematic approach to the adjustments related to a given discourse or task. The essence comes in nature of jobs, projects, and management of the projects by certain individuals that are professionally trained (Nickols. 2010).The curators and architectures at the Holocaust museum were in sharp disagreements regarding the models and designs to be used in the construction of the building walls and the envelope structure. Shimon, being the project manager, had difficulties in creating a unifying factor in the whole process to ensure the multimillion projects become a success (Shimon, 2011) The capable managers can bring the team together to work in unison. The challenges they pass through are turned to positive outcomes by adhering to the rules and principles of management. At times of difficulties, morale boost is minimal. Hence, the good manager should be able to counter this attitude by trying to bring a substantial morale boost via training and constructive discussions. The significant change in his management techniques would be many including;
Empirical versus Rational technique
The project manager must embrace good communication strategies between the museum executives and the contractors and the architectures in the designing of the Holocaust. The reason being that, the competitors for the bid, in this case, are human beings. The nature of persons is such that all tend to look at their self-interest and the incentive benefits they are due to get in the contracts. It is the job of the project manager to create a free and bi-polar environment for positive arguments to thrive. The project manager should analyze the moods of all involved in the bidding, construction, and the design portfolios. The contenders are to be convinced that the road they are taking is not problem-solving but will lead to catastrophic decisions that will alter the management’s goals in getting the best design and completion of a satisfying project. In the end, people are reasonable, and the manager should take this advantage (Nickols. 2010). To reason out with its staff before a decision is arrived at for the best bidder in construction depending on their past experiences.
Normative and re-educative thoughts
Humans are social in nature, and the manager can use their inherent values to explain the existing challenges regarding the construction criteria such that, the workers would adhere to the norms and values of the company. The attribute helps in being objective in mind and choosing the focus by the architects, curators and contractors ideas on the issue at hand. The culture of the organization will be such that, the professionals involved in this work would develop a sense of belief in their job, the way of the world and even how they value themselves. It will give them a morale boost in putting aside their differences thus concentrating on the goal and objectives of the project through the unity of normative thought (Shimon, 2011). The project manager will hence, have an easy time in creating harmony between the contractors and architects who have different opinions on the new construction by providing a common ground amongst them.
Coerciveness and power assertions
Shimon, as the project manager, must show order and give instructions that show a broad range of authority. It is here that the decisions and actions of the competitors are monitored. Some people will be interested in the returns expected from the Holocaust budget, but some will be in for the designs, challenges, and expectations. The project manager uses leadership skills like training to monitor the best-fit class of bidders to be given contracts. When instances of training are used, it is easier to know the particular interests of individuals regarding the project at Yad Vashem (Shimon, 2011). The effect is the assertion that the issue is on fire and needs clarification after serious arguments have prevailed. Bureaucracy is thus attained after all contractors and design-related specialists have come to terms with the urgency of the project and costs. The team can thus estimate the threats and benefits associated with the project articulations. When leaders want to change, the mind of a burning platform works in extreme measures in that, it makes the concerned persons see the event or task as a mitigating factor that needs much seriousness. For instance, Shimon had to create a firm basis for testing all the applicants involved with the building of the Holocaust due to its objectives and the costs associated with it (Nickols. 2010).
Environmental viability
The main work here by Shimon is to create a kind of transformational change in the decisions and attitudes of the competitors. The manager analyzes the architects and contractors final judgments. The result is used to make a sound decision such that, if the group involved is trained on the benefits and consequences of their decisions, necessary actions of change are achieved. It includes the check- up of time frames within with projects are to be covered the training sessions and the final deliberations of who have been chosen for the bid of construction and architecture (Nickols. 2010).The manager has the control of the pace with which the workers can adopt. The team with offensive and implementation abilities will be easily outsourced from this monitoring juncture. It helps in getting a group of professionals that in turn, produce quality and class in their work. The outcome will be that both individual and objective change in persons is achieved by the management that later enjoys the benefits through achievement of goals.
Shimon was ever pro-active in making sure that all his agents at work were level-headed in the whole meeting. For the panel to have understood his propositions, Shimon engaged in a pre-cast execution to better understand the models. It is here that the manager proposed an alternative scenario in a different company then the assembling of the designs to be made at the Holocaust in one model (Nickols. 2010). There was a consensus in this due to the persistent and persuasive nature of the project coordinator. The contenders are now better understood their place and the objectives they were to follow in attaining the success of the building at the museum. There was a conviction in agreements from Israel’s mock up and the theory of joining the bolts as a design. All the partners involved agreed to this proposition creating a reasonable ground in continuing with the project (Shimon, 2011) The timing of communication between the management and the contractors and architects went smoothly. It is due to the good communication strategies from the manager to his professional workers. Favorable time frames were achieved such that, adopting the propositions was natural as a result of a real decisive event in the museum construction.
Critical review of the Holocaust
The contractors and architects were able to get to a level ground due to the good timing and advice from the project manager. The execution and completion of the deal took less time after numerous interventions by the project manager. Israel, being a good museum coordinator between the architects and contractors, had well advised that they shared with Shimon to steadfast the program eventfully. The creativity of Israel made it possible to form a viable framework to match the architectural job. Access roads were designed for the forests without damaging the reserves while at the same time; the hollowed paths in the museums were uses as commemorations under the ‘hall of names’. However, some problems also emanated from this beautiful design system of creativity. It included the possibility to cover the concrete walls at the iconic wells (Nickols. 2010). Israel for his part saw this as a hindrance to a more exquisite museum. When the peripheral lighting was finished, the clients and the contractor came to a similar agreement in that, the claddings turned impressive even after a series of arguments between the two divides.
In the case of missing the contractors and the architects’ advice, Shimon was to embrace leadership qualities to the latter. The managerial skills would thus help the project manager to handle better the case. The manager would also have to work tirelessly to make sure that a good, competent, committed and a flexible staff is achieved (Nickols. 2010). This task is not easy as the leader tries to embrace patience and tranquility amongst his workers. The manager must be able to identify conflicting problems in the architectural designs and offer proposals that would act as solutions to the impediment. The leader here will embrace the quality of risk-taker and a motivator at the same time. In essence, the manager must also invest time and money in the whole concept to achieve enormous success. The contenders can be involved in a series of company training, lectures, and teachings. The effect will be the boost of morale and evocation of a thrilled and eager staff that will push forward for success no matter the impending challenges (Shimon, 2011).
Assumptions and conclusion
The assumption was that after the Holocaust was established, memories would remain in the minds of the visitors and the environs that would visit the museum. It will be possible only when the right procedures are used in articulating the construction of the museum hence tributes will remain forever. An educative center would do this role better in reminding of the next generations of the importance in embracing the culture as depicted in the Holocaust museums. The values attributed to it will be used as a guide to nurturing the next generations such that they maintain beliefs and values. The buildings and exhibitions acted as the major cornerstone at the Holocaust. Shimon noticed that it was vital for an educational center to be used as leverage to making sure that the memories of the Holocaust stick in the minds of our next generations through lessons and teachings (Shimon, 2011). However, it was noted that it was only through Israel that some curators were able to read architectural writings on the walls. It was a misdemeanor, but Shimon attributes it to the great work of the contractor. It is through Israel that credibility and trust came between the manager and the contenders. Thus, it was vital for Israel’s intervention in the whole process and any manager who would have his character and creativity, would surpass most challenges enshrined to architectural designs because he had a sense of right leadership and communicative skills (Nickols. 2010).
References
Nickols F (2010). Four Change Management Strategies. Retrieved from www.nickols.us. Distance Consulting LLC
Shimon, Jane M (2011). Introduction to Teaching Physical Education. Champaign, Ill.: Human Kinetics Print.
