He may also be required to retrain employees to make a sideways move in the hierarchy when managerial positions are being redefined. The factory worker faced with new technology may undergo the difficult personal transition imposed by redundancy. Those remaining may themselves in roles which no longer require the full use of their skills, with a less personal work atmosphere, and they may be subjected to increased bereucracy, computerization, and reorganization which can lead to re-polarization of work groups. Under almost any circumstances, younger people in general will feel much less personally threatened by changes than will order ones, irrespective of their positions.
IMPORTANCE OF UNDERSTANDING
Resistance is often a consequences of ignorance. People resist because they do not have a complete understanding of the issues involved, and they lack this understanding only when those occupying the leadership roles fail to inform them. It is often worthwhile to announce impending changes before rumors begin to lessen the inevitable drop in performance. People appreciate having access to information that addresses their fears and concerns.
In a large organization in which a change will invariability affect a great number of individuals, management may find that communication at this level takes a lot of time. However, the adventage is that, onces educated and persuaded, people are likely to be immeasurably more helpful with the actual implementation of the change. When groups or individuals are in a position of considerable power to oppose a change, leaders may choose to discuss the proposals with them in advance.
MANAGEMENT CHANGE
The same applies when top management requires input prior to implementing a change. The net result will be increased commitment to the change which ensues, due to the sense of contribution and pride in the collaborative agreement. However, there will be circumstances facing leaders in which some groups will inevitably lose out when change is made. When resistance would be damaging, leaders may consider negotiating with the groups prior to the change to agree on some form of compensation.
When this compensation takes the form of financial incentives, however management may find itself in the dangerous position of having to “buy change” on regular basis. The process of transition will be unique in its fine detail in every new circumstance, but need not be a crisis stage. If managed with awareness, foresight, humanity and consideration for those whom the change will affect, the organization can succeed in a demanding environment. Transition can be considered as complete when the organization is able to look ahead with optimism, and with renewed enthusiasm for a bright future.
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