When an organization is undergoing changes, the management must communicate to employees to ensure they support the decision. Changes in an organization may cause conflicts especially when all stakeholders are not aware the new aspects to be adopted. To communicate to employees about the changes when an organization is relocating to another state requires the managers to provide the strategies being adopted to safeguard the interests of employees.
The management should consider the welfare of the employees by maintaining the employees while the organization is undergoing change. When an organization relocates its operations from one region to another, the management should support the employees to understand the new systems. Management strategies should be changed to match the current needs of the employees (Burke, 2002).
When changes are communicated to employees, they may react to support or reject the new policies. When employees accept change, the management should change its management style by adding more opportunities to improve their morale. When employees reject change, the management should adopt a persuasive strategy where they will influence them to adopt the new policies.
Some changes may be compulsory for the management to implement and in such cases, there is no option but to influence employees accept the new strategies. Managers should interact with employees to determine their needs so as to implement acceptable strategies. Teams within the organization should be created to create synergies among the employees during the change process.
Team leaders should be elected to support other employees. All members of the organization should hold a general staff meeting to discuss about the new systems to be adopted. The organization should be prepared to provide resources to employees to relocate to the new offices. For example, the costs of carrying out the entire process can be covered by the management (Burke, 2002).
Burke, W. W. (2002). Organization change: theory and practice. ISBN 0761914838, Sage.
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