Information
A manager is a pew who is in charge of a certain group of tasks. The role of a manager in a business is to synchronize the variety of aspects and activities of the organization in order to attain desired goals and outcomes. They are responsible for employee coordination, supervision, interviews. They are also responsible for project coordination and development. The manager oversees productivity and ensures guidelines are met according to the set plans. For the individuals in the organization, they are supposed to respect and apprehended the manager's guidelines and work towards the success (Saha, 2006). In an organization, change is a key stage and greatly requires the presence of the manager. For a good manager to control the organization towards success, they must be very dedicated. Change happens if an organization changes its overall strategy towards success and the set goal achieved.
The managers act as a communicator towards the employees of the higher authority. The employed want to hear about how their performance and their team will be affected by a change from the managers. An employee's manager is a key means of expression, of information about the association, the exertion that is done and change to that work resulting from projects and initiative (Saha, 2006). The employees, hence, can ask the manager questions such as - What does this signify to me? What's in it for me? Why should I join in the change? Why should we do this?
The manager also acts as an advocate for the employees. Workers look up to their managers not only for straight announcement messages about a change, but also to assess their level of support for the change endeavor. If a manager only inactively supports or even resists a change, then you can hope for the same from that person's report. Managers need to demonstrate their support in active and clear ways. The managers must first be on-board before they can support their employees. A change administration team should create targeted and modified tactics for engorging and managing the transform first with managers, and only then, charge this important group with leading change with their reports.
In change development, the manager should also control the process; hence, acting as a couch. Implying that the manager should make sure that the organization employees learn how to advance towards the change and make corrections immediately. Hence, the employees are responsible for increased losses and fail in change development. The function of a coach involves sustaining employees through the process of change they undergo when projects and initiative affect their day-to-day work processes (Saha, 2006). The manager is responsible for awareness for the need of change. Increase desire to participate and support the change with dedication. They are also required to inform the employees on how make the change and support it. The manager is also responsible for assessing the ability of employees to implement required skills and behaviors and reinforcement to sustain the change.
The manager must also act as a liaison; the role involves interacting with the project team. The manager gives information from the team to their straight reports.
More importantly, they give reports about the change from their employees back up to the change team and the employer. Resistances maybe in the form of employees lack support for the idea. Also, the employees may strike or boycott from work in resistance against the idea. They may also reduce the rate of performance by absence, lack of dedication and also physical damages (Saha, 2006). The main strategy against resistance is introduction of employee-friendly ideas. These ideas will positively favor both the employees and the organizations. The managers are responsible for the acceptance of these change ideas and resistance tackling. Furthermore, participation in change making by the manager is also crucial in order to detect early stages of resistance. The key to the problem is to appreciate the true nature of resistance. What employees oppose is usually not technical change, but social change-the change in their individual relationships that normally goes along with technical change. Managers can also make their efforts more valuable at meetings of staff and in service groups where change is being discussed. They can do that by changing their attention from the facts of plans, technical details, work assignments, and so forth. They explain to the management team, the difficulties that the employees are undergoing the process. The manager also acts as a resistance manager (Saha, 2006). Managers are at the best point to recognize what resistance looks like, where it is coming from and the origin of the resistance. They can also be best to solve this problem of resistance. To help curb resistance to change by the employees, some allowances should be incorporated to motivate them. If that approach fails the manager can also incorporate harsh rules against resistance such as suspension, and reduction of the allowance. In efforts to take care of resistance, the idea of change must be incorporated to the workers in advance to allow them to be used to it.
Reference
Saha J. (2006). Management and Organizational Behaviour. New Delhi: Excel Books India.
