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There are four steps in organizational changes process. The management of change involves determining the needs for changes, determining the obstacles to change, implementing change, and evaluating change. Explaining steps in organizational change process are as follows: First, the organization may determine the needs for changes to make organization more responsive, flexible and competitive.
Before the changing, the organization should find the gap between performance objectives and actual performance, and uses some indicators, which like total net profit, sales per employee, and labor costs, to measure the gap in order to decide whether the organization needs to change.
Second, the organization need to identify the obstacles, which like resisting changes at organization, division or individual level, Unions resistance, the culture, strategies and structures of the organization, and financial ability, to introduce new policies and practices when the organization need to changes.
For example, for the financial ability, HR manager expects to introduce new technology to make the organization more competitive. However, the organization doesn’t have enough subsidies to afford all staffs to learn new skills.
Therefore, the organization should identify all potential barriers. Third, the organization should consider which methods to implement in the change to reduce the resistance from managers or employees. The organization can use internal managers or external consultants to carry out the changes.
The internal managers have more knowledgeable about people and business operations, but the internal managers often are too narrow to successfully introduce change. Besides, the external consultants are politically neutral and possessing broader and have more knowledgeable viewpoints, but the external consultants do not know the organization and its staff.
Therefore, the organization should measure which method is more suitable for the organization. Moreover, the organization should use Top-Down or Bottom-Up approach to implement the changes.
The Top-Down approach which managers need to involve in decision and implementation, this approach emphasizes on speed and action. This approach shows the low-level staff just participates in the changes, but top-level managers are made decisions. The Bottom-Up approach which involves considerable discussion and consultation with managers and employees, it emphasizes participation, communication, and the minimizations of uncertainty. This approach makes the staff have more motivations and satisfactions. Therefore, the organization should choose which approach to implement the changes.
Last, to measure the effectiveness of changes, the organization use some indicators, like employee productivity, job satisfaction, sales, to compare the before and after situations to analyze and control the outcome. For example, when the organization implemented the change, it can compare the sales this year and last year to evaluate the effectiveness of the change. Therefore, the organization can utilize different indicators to evaluate the effectiveness of the change. The organization should change regularly as the business environment is constantly changing.
However, some of reasons why the employees sometimes resistant to change are followings: If I were a HR manager, I would handle this situation with different methods to help the employees. As a HR manager, I would communicate with the employees to reduce the influences of them. Some employees may resist changing because they feel incapable of performing well under the new way of doing things like using high technology, and they do not understanding what is happening or why. Therefore, I would communicate with them to reduce their resistances.
As a HR manager, I would participate with the employees to attend some lessons or courses, which are provided by the organization. It is because some of them may feel work overload and loss of face when they faced the change. They may feel that they are physically or mentally unable to handle the change and feel uncomfortable. Thus, I would participate with them to support them to change. As a HR manager, I would organize some channels, which like meetings, memos, E-mails, and social network, to let the employees know why the organization needs to change in order to reduce their resistances and angers.
In the channels, I would tell them the high technology only less skills required, the change can carry lower pay rate. So I would organize some channels to reduce their fear of the unknown. As a HR manager, I would negotiate with the organization to provide the counseling for the lay-off employees to lower negative emotions. Some of them may feel that their pay and benefits may be reduced or they may lose their job as the economic downturn. Thus, I would require the organization provide counseling to give them comfort.
As a HR manager, I would negotiate with the organization providing rewards when the employees accepted some required. The organization needs to introduce some high technology as an example, if some of them, who accepted the requirement, may have opportunities to increase their pays or promotion. Therefore, I would utilize some rewards to attract them. Therefore, as a HR manager, I am not only monitoring organization’s environment, but also I should communicate with employees.
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