Change initiative involves a concerted, consistent effort at various levels. The Top Management and the Board are as important to the process of change agent, sponsors, steering committee and the people as a whole
The various major role in organizational change process are as follows .:
entrepreneur changes : Organisations often understand the need for change when they have been stung by some deep loss. Losses could be in terms of dipping sales picture, passing the key players, the fall in market share or loss of important customers to competitors, etc. Often change is initiated when someone within the organization responds to such events as evidence of the need for changes
The Change Agent :. The change agent is one that is responsible for driving and implementing change across the organization. The change agent can either be external consultant or internal consultant. In fact, at different stages in the change process, different individuals or teams can come to occupy this role. For example, if a change management project is outsourced to an external consultant, serves as the original change agent. But when the project team begins the actual work on the recommendations of consultants, team leaders must change agents. Basically, the change agents at various levels push amendment by strengthening the need to change, and championing the cause of change
The Official Sponsor Team :. Typically, the organization will publish a team or department to officially coordinate the process of change. In larger organizations, donors may HR Department or IT department. In smaller organizations, a team of senior leaders can play this role.
Finally, the change effort is carried out on the ground floor, they need to be led by senior management. The role of management is paramount to ensure that the initiative does not lose focus or get stranded due to operational or motivational issues.
the role of management
change can either “make or break” organization. Change never takes care of itself. Change is difficult initially but eventually the balance. These are the three basic structural facts.
Although the first denial phase, people will eventually adapt to change, the phase transition is difficult. And this is where Top Management can help. As we saw, the change is initiated by one deeply affected by any crisis in the organization and moves with agents and sponsors. However, the success of change efforts ultimately rests in the hands of management. Depending on the structure of the organization, the work assigned to different levels of employee engagement, depending on the complexities involved. Thus, the government may monitor the CEO, CEO monitoring Executive assistants who then represented work in middle management, where it trickles down to the entry level supervisors.
The Top Management is instrumental, rather important in setting the mood for change. Not only does it play a key role in communicating the vision and parallel objectives, it also plays a big part in objective setting goals and defining the results to achieve change. People are most deeply affected by the actions of his men. Therefore, leaders themselves have to imbibe expected behavior to change warrants, so as to ensure that they cause such behavior of others.
senior management teams can strengthen the program change by using their power or external links, even pushing it through the media, but in the end, real progress occurs only in cooperation with the employees. Again, it is important for senior management to create a sense of shared responsibility. A key to inculcating this attitude lies in really appreciate employees and their role in the whole process. There can be nothing more motivating than knowing that your labor is recognized and appreciated the company. Adopting a culture that cuts across the hierarchy and treats all people as equals, giving strategic objectives priority over personal goals, etc. are all considered symbolic gestures to signify the need for change and the value that is assigned to it. Thus, much lies within the ability of management regards sending out the right signals that will force change
Off late, I noticed that a certain type of shampoo, has his (read :. As bottle) bearing the signature and the small picture of hair expert they worked with to create a product. What are they doing? In my opinion, they are trying to increase the credibility of the product, so that more people come to trust the brand. Similarly, the “selling” change to your people requires what I term “management credibility”. And it is a big responsibility of management. The administration not only needs to send a vision for change, but also need to put the vision needs of companies and show how the change will affect profits, productivity or quality of work life. Equally important is the ability of management to realistically address the current gap between the current situation and the one for the position and provide for people powerful, fair and well-planned strategy – a blueprint for success. Next, driving speedy implementation is vital. When people are confident about the direction, management needs to quickly set them to “react” to it. The faster your plans are set to act, the sooner they are likely to succeed. It’s like “buzzer round-quiz-game”, the faster you hit the buzzer, the more chances to win. On the other hand, you may well know the perfect answer, but if you do not hit the buzzer at the right time, in fact it is not working! Even a perfect plan, immediate action will be the buzzword. With every success as you move toward your vision and increase your credibility, so that eventually people volunteer to accompany you.
Another important observation is that the organizational change, resistance from the people is directly proportional to the perceived threat from the change. Change challenges the status quo and requires people to venture out of their comfort zone. It means leaving the “way things are done” and embrace a new set of potentially better situation. But despite the potential benefits of change, there is always the beginning vile. It comes with the fear of job loss, a change in role, a change in reporting, and so on and so on until the people are so preoccupied with anxiety and doubt that they have little left to think about it in a constructive way. To maximize the benefits of change, management will reduce the perceived threat from the changes. Many times a lot of apprehensions may actually be baseless, in addressing them at the highest level means credibly put unwarranted fears to rest, thus averting precious loss due to stress and mental anxiety.
So we talked about the responsibility of senior management in the visual share, develop a common responsibility, executive credibility, wipe out the meaningless apprehensions, setting goals, defining goals and lead by example, but it’s still something we have not talked about . Listen, because this is important ….
Now consider: How fast did you say last four words in the preceding paragraph, we expect to stumble on a great secret management in the next
[19459002?] Doused expectations apart, the simplest fact that senior management needs to understand communications change is that it is important to listen. Just as most of us would miss the message in these four words, hoping for something more to follow, management often skip attention to the concerns of workers, preferring to advocate rather than listen. Often concerned employees can raise relevant issues, which requires the participation of your changes Management Plan. Top Management Teams need to ensure that communication between them and the organization, is held interactive sessions, rather than to impose one way dialogue. Do not rush to explain how much change is going to be or offer examples of how people lived past changes and how they were expected to do the same again. Rather, recognize that change is difficult and that every concern is worthy of attention. Be firm on the agenda, but sensitive concern. From the secrets of effective communication lies in attentive listening, only when you listen you respond appropriately. Only when you respond appropriately, you can deal with your concerns people effectively, and only by doing so can reduce the perceived threat from the changes, and maximize productive efforts toward change. So take time out, listen and attend to individual employees, special needs or issues, and handling change.
Rather than advocate certain “new system work” is better than “old system work,” Top Management could try the “essay-reverse-synthesis” approach to communicating changes. “Thesis-Antithesis-Synthesis” is a philosophy, often associated with the 19th century German thinker, GWF Hegel, who claimed that historical development is the result of conflicting opposites. Simply put, the thesis statement. Antithesis is against the statement. Obviously essay and contrast are misleading or against each other. The synthesis involves resolving this conflict by offering a solution at a higher level, by combining the positive aspects of both the essay and contrast. The synthesis constitutes the new thesis, which in time, could antithesis and is resolved in the next higher level with another formation. This philosophy is often used to explain the dialectic of Hegel is the process of historical development.
How can be applied to organizational change? In our context, let’s take the current state of the thesis. So, the new system or the ideal situation is the opposite. Now, if you try to make that the new system is better than the old because of a, b, c, d, e reasons ask you a challenge that is likely to be against. No one wants to think that they are working in the sham system, which is no longer able to work. Instead, try striking “synthesis” between current and ideal situation. Communication surplus in the current system and desirable from an ideal system. Suggest that the change will bring about a synthesis between the two, for better functioning. This way, contribute to change, without devaluing existing way of working. Psychologically, this has a positive effect on how people react to the idea of change.
Moving ahead, management also needs to ensure that the processes, system performance, training, job etc. creating or supporting frame of the employees work, are adapted to change goals and support each other.
Although generally change calls for the identification of the different entities involved and delegate work to them, through the able team leaders, senior management needs to map out a macro program. Having identified the tasks related to reaching changes and the time frame available to complete the projects, management will map out decisive way all the projects that they have a clear picture of the task must be completed when that project say and how are different areas of projects tied to each other. This helps to coordinate work efforts, without such changes can never be achieved. From there, the team leaders can take the responsibility of guiding their respective teams to achieve the objectives within a defined time to achieve change.
Several studies in the region have shown that there is a better approach for the top management to work through the current culture than trying to change it, all at once. This can be done through a common vision and management buy-in that operates at lower levels of the hierarchy. Create interest among their employees they monitor resulting pulling precious energy for your project. The real work needed to carry out your plans happen here. When they are committed to their role in achieving Change, projects can take up a considerable speed. However, the management agrees to such employee oriented approach, it will also ensure that they are not committed to their mission to mentored or fired.
Studies have shown that many companies, for example, Navistar International Corporation, which spectacularly been amended, it did not take external consultants, but by having a management study of the organizational context, company history, standard operating procedures and then building improvement teams to drive change where necessary. Thus, these results sufficiently testify to the importance of the role of the management teams in handling organizational change
managing change successfully -. How can CEOs achieve this
In? survey conducted by the American Productivity and Quality Centre, researchers indicate that this change is almost always met with resistance, there arises the need for a champion to drive change across the organization. More powerful and visible champion is, the more successful change program has the potential to be. In this direction, the research concluded that the leader of the organization, usually the CEO often the most effective media of vision and the need for changes across the organization. In fact, change projects in most best practices of institutions found to Everton, organized and managed by the CEO. Often it is not enough for the CEO to just send them a vision of labor. In order to ensure that the vision could mean actually, CEO will also play an important role in planning and implementing the change process. Active involvement of the CEO, the project underscores the importance of the same, so as to ensure the organization extensive support and commitment.
CEO perspective Often times, change is viewed as objectively measurable output. It could be a surge in sales figures, a new business unit or process reengineering. But what some CEOs may miss the transition phase. Till output will be visible and operations, go could be the change effort has been unsuccessful or worst not reached. The fact is, the transition phase, before the stage where the change will be visible not only tightening phase, but is also a phase where maximum change effort is required. This is the time when people adapt to new conditions, tune into new found responsibility, and sometimes act both old and new systems simultaneously. While this phase may not show any visible output, this is the phase where the maximum change is actually taking place. The CEO needs to empathize with their employees at this stage rather than worry about the visible result. The only hurdle they may face is that there is no limit for how long the transition phase will last before the change sets in and finally becomes visible.
Another hurdle for the CEO is to effectively handle pressure situations, where the Board may want to see how the change affects the profitability of quickly. This disregards the fact that change is always gradual and can eventually lead to relapse.
The third challenge, which is quite distinctive, is CEO runs often shorter transition cycle and middle management, and hence is not really as “connected” to the middle management that he can find. The reason is that for him, they are often represented to implement strategic objectives, but for middle management, real change effect sets in after the goal has been reached and a new set of circumstances occur. For it is the manager who has to deal with this change on a daily basis, can irregular amendment to make it part of the system. It requires time. Therefore, it is appropriate to extend the transition phase. This disconnect between the CEO and the management of change scenarios can pose a challenge to the CEO.