Addressing Challenges of Groups and Teams
Addressing Challenges of Groups and Teams
December 10, 2012
LDR 531
Leo Maganares
Which methods will be used to present the operational change?
According to Cummings and Worley (1997) there is a five-phase process for managing change, including: motivating change, creating vision, developing political support, managing the transition, and sustaining momentum. Motivating change involves creating a work environment that embraces change and developing approaches to overcome any resistance to change. The general guidelines include: enlightening members of the organization about the need for change, expressing the current status of the organization and where it should be in the future, and developing realistic approaches to change. Employees may be resistant to change due to fear of the unknown. Leaders need to reassure their employees and listen to their concerns. Creating a vision for the company involves describing what the change effort is striving to accomplish. Employees must feel that the vision is realistic and relevant to the company. Developing political support is critical to the change being implemented successfully. Politics is all about power in the organization. Change often means a shift in power across management levels. In order for the change to be successful, the change effort must recruit the support of all key players in the organization. A strong mechanism for ensuring an alignment of power is developing a network of power-players who interact and count on each other to support and guide the change effort. Managing the transition occurs when the actual transition from the current state to the future state occurs. These changes might require on-going coaching as well as training and enforcement of new policies and procedures. It is important to keep employees focused on the goal that the change is trying to achieve. Ideally, the various actions should be integrated into a Change Management Plan that focuses on specific objectives,
December 10, 2012
LDR 531
Leo Maganares
Which methods will be used to present the operational change?
According to Cummings and Worley (1997) there is a five-phase process for managing change, including: motivating change, creating vision, developing political support, managing the transition, and sustaining momentum. Motivating change involves creating a work environment that embraces change and developing approaches to overcome any resistance to change. The general guidelines include: enlightening members of the organization about the need for change, expressing the current status of the organization and where it should be in the future, and developing realistic approaches to change. Employees may be resistant to change due to fear of the unknown. Leaders need to reassure their employees and listen to their concerns. Creating a vision for the company involves describing what the change effort is striving to accomplish. Employees must feel that the vision is realistic and relevant to the company. Developing political support is critical to the change being implemented successfully. Politics is all about power in the organization. Change often means a shift in power across management levels. In order for the change to be successful, the change effort must recruit the support of all key players in the organization. A strong mechanism for ensuring an alignment of power is developing a network of power-players who interact and count on each other to support and guide the change effort. Managing the transition occurs when the actual transition from the current state to the future state occurs. These changes might require on-going coaching as well as training and enforcement of new policies and procedures. It is important to keep employees focused on the goal that the change is trying to achieve. Ideally, the various actions should be integrated into a Change Management Plan that focuses on specific objectives,
References: Conflict Resolution Strategic Dispute Management: retrieved from “http://www.conflictresolutionblog.com/2007/02/how-to-minimize-conflict-in- business/.” http://www.conflictresolutionblog.com/2007/02/how-to-minimize-conflict-in-business/%E2%80%9D Cummings, T., & Worley, C. (1997). Organizational Development and Change (6th ed.). South-Western College Publishing, USA. Gary, Y. (2010). Leadership in Organization (7th ed.). Upper Saddle River, NJ: Pearson Education. Heathfield, S. M. (2004). Team building and delegation. How and when to empower people. Retrieved from http://humanresources.about.com Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall.