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For those organisation's change that entails new actions, processes and objectives to involve a team or a group, Chapman recommends use of workshops in order to achieve goals that are measurable, achieve understanding among the involved people, their commitments, actions, plans, and involvement. These change principles are applicable even on those changes that are considered to be very tough like organisational closures, making people redundant, organisational mergers or acquisitions. When delivering bad news, careful management change is much needed than the routine change. Managers should not deliver the news via memos or through their assistants, it is good to consult and help the people involved understand, this does not make the managers weak rather it strengthens their position. Those leaders who do not consult or fail to involve people in bad news management are perceived to lack integrity and to being weak. When people are treated with respect and humanity they tend to reciprocate the same (Chapman 2009, para. 9). The change leaders should be mindful that most staff have the change as their chief insecurity. People react differently to change and this may put the organisation's operations in jeopardy if not well managed. As a rule for the directors and the senior managers who are responsible for organisation's change management, they should not fear the change, they should thrive on it. People do not delight in change, it is rather threatening and deeply disturbing, it is equivalent to one's fear of failure (Chapman 2009, para. 10).
CHANGE MANAGEMENT RESPONSIBILITY
It is not the employee's responsibility to manage change. They are however, charged with the responsibility of doing their best which varies depending on one's experience, maturity, motivation, health, personality, stability etc. it is the organisation's management and executives responsibility to manage change and to do it in such a way that the employees will be able to cope with it. Facilitation and change enabling is the manager's responsibility and everything that entails change especially objectively understanding the situation i.e. not to be judgmental and to help the staff understand the aims, and reasons for change and ways to positively respond in accordance to staff's capabilities and own situations. The role of the manager should be communicate, to interpret and to enable as opposed to imposing and instructing which nobody responds well to (Chapman 2009, para. 11).
CHANGE IMPOSED AND CHANGE INVOLVEMENT
When expressions such as mindset change or changing attitudes of people are used, they often indicate an intention to enforce or to impose change. It also strongly implies that it is the belief of the organisation that its staff members have the wrong mind set which is always not the case. If the staffs are not effectively approaching their tasks or the organisation, it is the organisation which has the wrong mind set. New systems and environments are created due to change such as new policies, disposals, structures, relocations, acquisitions and targets which people need to be explained to in the earliest possible time so that they can get involved, validate and refine them. There always result to difficulties when new things are imposed on people by an organisation (Change Management 2010).
It is very important when an organisation communicates openly in full and early on the impending changes and gives a chance to the staff to participate and get involved. When an organisation requires to develop a collective approach, method, idea, understanding or a system, organising workshops is the best way to achieve this (Workshops 2009, para. 1). It is also advisable that an organisation conducts an anonymous staff survey which should be published and the findings acted upon in order to repair damage and mistrust among the staff. Managers are very important to the process of change to not only implement and convey polices from above but also to facilitate and to enable the process. Change should not be imposed on any one, instead there should be empowerment of people to facilitate them find their own responses and solutions with their manager's support and facilitation as well as the executives and leader's compassion and tolerance (Khan 2005, para. 1-2) The clever policies and processes of an organisation are not as important as the behavior and style of leaders and managers. There is a dire need for the organisation to be able to be trusted by their employees. If these change ideas are not worked upon by the leaders, there is likelihood of a painful change and even of loss of the beat people in the organisation.
PRINCIPLES OF CHANGE MANAGEMENT
According to Chapman, there are five principles towards management of change. These are: involving and agreeing to be supported by people within the system. The system may consist of the environment, culture, processes, behaviors, relationships etc; understanding where the organisation is at the moment; understanding where the organisation wants to be, the reasons for being there, when, and the measures to be taken once got there; planning development in the proper achievable measures; and communicating, enabling, involving and facilitating people's involvement in the most open and earliest time possible.
PEOPLE AND CHANGE
People generally have a strong resistance towards change. The change leaders are required to have a lot of patience and tolerance in order to help people go through change and may be look at it in a positive manner. The change leaders also need to be mindful of people's weaknesses and strengths as not everyone will welcome change. The leaders should take time to understand the people they are dealing with and how and the reason they feel the way they do before taking an action against them (Cameron & Quinn, 2005).
SUCCESSFUL CHANGE
According to Kotter (2005), successful change has eight steps these are: Urgency increase, this involves inspiring people to move and making the objectives to seem relevant and real; building the guiding team, this is getting the right people with the right mix of levels and skills and who are committed well emotionally; getting the vision right, this is getting the change team to have a simple strategy and vision and to focus on the necessary aspects in order to drive efficiency and service; buy in communication, this is communicating the essentials and involving as many people as possible and appealing and responding to people's needs, involves also making the technology work for you rather than against you; empowering actions, this involves removing obstacles and enabling feedback and support from the leaders. Also involves recognition of achievements and progress; creation of wins that are short term, this involves setting goals that are easily achievable, initiatives that are manageable and finishing whatever one is working on before starting on another one; not to let up, this is encouraging and fostering persistence and determination, giving a report of the progress by highlighting the achieved and future goals; making the change to stick, this is by reinforcing the significance of the successful change through new change leaders, promotion and recruitment. Transform change into culture (Kotter, 2005).
CONCLUSION
People generally have a strong resistance towards change. The change leaders are required to have a lot of patience and tolerance in order to help people go through change and may be look at it in a positive manner. The change leaders also need to be mindful of people's weaknesses and strengths as not everyone will welcome change. The leaders should take time to understand the people they are dealing with and how and the reason they feel the way they do before taking an action against them.
An organisation's culture is the organisation's personality. Culture involves the organisational members' assumptions, tangible signs and behaviors. An organisation's culture can be equated with a system where the inputs may involve the feedback from professions, heroes, societies, stories, laws, values on service or competition, etc. the culture is based on our values, norms and assumptions. For instance, how we value money, space, time, people, or facilities. The effects or the outputs of our culture may include the technology, image, behaviors in the organisation, strategies, appearances, services, and products.
It is not the employee's responsibility to manage change. They are however, charged with the responsibility of doing their best which varies depending on one's experience, maturity, motivation, health, personality, stability etc. it is the organisation's management and executives responsibility to manage change and to do it in such a way that the employees will be able to cope with it. Facilitation and change enabling is the manager's responsibility and everything that entails change especially objectively understanding the situation i.e. not to be judgmental and to help the staff understand the aims, and reasons for change and ways to positively respond in accordance to staff's capabilities and own situations.
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