Change Management and Transition Management

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Global competition, challenges, business objectives for higher profits, requisitions or change management; All these factors call for a parliamentary change management.

British Airways had to change its approach to content management on the Internet, Cadbury had to deal with international changes with the redefinition of cultural and communication barriers that, HP had the CEO’s resignation in 2005 and Kelloggs acquired Kebbler in 2001 resulted in almost double in their business and income. These are to name some companies that had faced different faucets management and were well change their plans.

Ever wonder what was the single most important factor that all of them do not undermine what level? It was the focus towards employees. This company never managed to understand what employees needs are, and how to manage change with them with so much internal and external changes happening with the organization.

This is exactly what transition management is about- it is to manage people in a way that they are groomed and directed the final changes needed to achieve. Most managers get around the decision of the employees who would be involved in the process, change their tasks, job duties and the deadline it has to be; these are the methods of change. The intricate details of the management of people who have to work to change are taken into view by the transition management.

Most companies complain that their work force resisting change, De motivated and shows little co-operation in adapting to change. Even the best-designed policies and practices were not in use, if they are not communicated effectively to employees and they carry it out with full commitment.

Take it step by step, notifying any change in the organization; there are several milestones that employees go through. The first stage is where workers are complete denial or resistance changes expected. The second one is where it leads to panic among employees and they begin to realize the impact of the change. The third is when they take a turn and begin to realize the positive side of change would come to them. And fourth is when they start actually deliver and achieve the change related to performance.

As transition manager, it is the second and third stages where workers need to be communicated effectively, training and did understand what the new process is all about. All setup information should be attributed to management to understand how they can better process for employees.

therefore remain positive as a leader, trust employees and give them all the resources needed to change. Help employees at every level for better integration, encouraging and supporting them through constant communication. And when change objectives are achieved, make it a point that you celebrate with your employees.

This is how the transition management acts as the back bone of change.

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