Implementing & Managing Change - Essay Example

Implementing & Managing Change The problem of resistance to change lies at the heart of most change programs, but it is especially critical where planned or imposed change is envisaged. Training staff and top managers will be the main groups resisted the change processes. It is possible to assume that most of them do not have computer skills and knowledge to train other employees and do not want to spend time and efforts on new facilities. Also, some employees can resist this change afraid of lack of skills and knowledge to master new software programs.

Most individuals prefer working life to proceed according to accustomed norms. In this case, the resistance to change can be overcome by consultation and communication provided by management and supervisors. The problem with any planned change will always be that it has been planned and therefore managers who have initiated the change largely define the expected outcomes beforehand. Lewin model will help to construct a framework for successful implementation of change. A phase I will occur where staff senses the need to do work in a different way.

The second stage begins while changes are being made in the behavior of employees or in the organizational process. During this stage, training will be the main goal. Phase 3, 're-freezing', occurs when the changes are accepted as the new position by the employees most affected by the change (Genus, 1998). The main groups affected by the change involve employees, training staff, managers and the computer support department. Consultants will be engaged to facilitate change and such change, again, will have preset objectives, often focusing not just on long-term objectives but the short-term behaviors as well.

Leaders support will be crucial because leaders must be able to cope with complex technological change in their organizations. Leaders should give a personal example which inspires employees and sparkles their interest in training. After the open phase of consultation, this places the burden of proving the benefits arising from the change very firmly on the shoulders of the change agents (Senior, 2001). Consultants, leaders and the computer support department will help to manage change and overcome resistance to it.

Also, a personal example of employees from other departments (organizations) who have good education facilities and computer skills will help to persuade top managers in necessity of the new classroom. Getting individuals to take ownership of company processes as if they were their own is seen as one way of gaining commitment to company targets. Strategic integration will be essential to the employer who want individual workers to know not just how, but why he or she is being asked to do things differently as well.

At the heart of change brought about by management intervention there lies the question of whether individuals want to embark on a newly imposed way of working or not. Training focuses on behaviors and the underpinning knowledge required to support it (Stickland, 1998). However, training may not by itself change underlying attitudes. This change of attitude is necessarily difficult for those who are not disposed to demonstrate the required displays of behavior or initiate forced performances with customers or colleagues.

What people learn at work belongs to them as individuals; however, whether this is transferred to the working group is harder to identify. Consultants, leaders and the computer support department will support computerization of education facilities and provide employees and top management with consultation and support. The style of management may be affected, because the more involvement of those affected in the elements of change, the more fruitful the experience may be to all concerned. Such involvement could turn a threat or challenge into an opportunity, as the changing perceptions of managing change would indeed be achieved through changing managers.

However, the change of perceptions would be self-induced rather than managed by external agents.References1. Genus, A. (1998). The management of change: perspective and practice. London: International Thompson.2. Senior, B. (2001). Organizational Change, Capstone Publishing.3. Stickland, F. (1998). The Dynamics of Change. London: Routledge.