Ambiguity and Change the Concept Essay

Download this Essay in word format (.doc)

Note: Sample below may appear distorted but all corresponding word document files contain proper formatting

Excerpt from Essay:

There is need then after the belief to try and remove any obstacles that may be there. These obstacles could be some people resisting this change or the structures that there are could be a barrier to the changes that are being advocated for. One should put the structures for change and strive to remove the obstacles that could be there. The removal of such obstacles will act as a big booster to the people who are ready to support the vision and keep the change process moving forward.

Step 6 -- create short-term wins; bearing the motivating aspect of success, there is need to make the people feel the benefits and successes of the change as days go by and not waiting till the very end which could be quite far for some participants, but can be made more practical by allowing them to see the step-by-step gains and benefits as the vision moves along. This is a measure against those who may be out to negatively criticize the changes as they progress. This can be achieved through establishment of short tern goals that are practical ad have almost 100% chance of being achieved.

Step 7 -- build on change; this comes on the realization that many change initiatives fail due to the declaration of victory and meeting of targets too early in time. There is need therefore need to access and see if there has been achievement of a long-term change. It should be viewed that each success provides the platform to build upon the issues that went right as the management identifies areas that can be improved. This is a step that is possible if the management analyzing what went as was planned and what can be improved, setting of new goals so as to continue building upon the already built synergy, there should be an attitude of continuous improvements and ensure that the ideas are kept fresh by introducing new change agents.

Step 8 -- imbibe the changes in corporate culture; it is true that for any change to be long lasting, there is need to imbibe it into the culture of the organization since the corporate culture will more often than not dictate what gets done and what doesn't get done. This means then that the vision should be able to show in the daily running of the organization. Once the manager strives to ensure that the vision is visible in all aspects of the organization, then the vision will find a central part in the structure of the organization. It is also significant to ensure that the organizational leaders continue to support the vision, this will be crucial to ensure that you do not get back to step one and have to do the same thing all over again after a short period.

This is the central process and part that the management can play in the management of change as well as ensuring that the ambiguities that come with the change are put under considerable control as the people are engaged in the change process hence leaving little space for them to be uncertain and have traces of ambiguity.

It is clear therefore that the process of managing change is not a simple and haphazard process but must be systematic. Since this process may take time, I suggest that a regular check on the employees understanding of their roles is crucial since this is the only way that the management can know the levels of ambiguity and uncertainties within the organization. Regular communication about the performance of the employees back to them will also act as a reassurance that whatever they are doing is right or wrong. In the event that they are right in what they do, then it will be a booster of their spirits and a reassurance that they are on the right path. If the results are that they are caught in the ambiguity circle, then there is room to have a chat with them and allow them to improve on their roles.

References

Mind Tools, (2012). Kotter's 8-Step Change Model: Implementing change powerfully and successfully. Retrieved March 13, 2012 from http://www.mindtools.com/pages/article/newPPM_82.htm

The Times 100, (2012). Operations theory: The organization and change. Retrieved March 13,

2012 from http://businesscasestudies.co.uk/business-theory/operations/the-organisation-and-change.html

Turan Cuhadar, (2008). The Sectoral Analysis of Role Conflict and Role Ambiguity with Job Satisfaction

and Organizational Commitment: A Study in the East Mediterranean Region. Retrieved March 13, 2012 from www.isma.info/dosyalar/3930108_117_THE_SECTORAL_ANALYSE_OF_ROLE_CONFLICT_AND_ROLE_AMBIGUITY_WITH_JOB_SATISFACTION_AND_ORGANIZATIONAL_COMMITMENT_A_STUDY_IN_THE_EAST_MEDITERRANEAN_REGION_(M._Turan_CUHADAR).pdf

UNDP- Capacity Development Group, (2006). Institutional Reform and Change Management:

Managing Change in Public Sector Organizations. 1, Conference Paper #5, Working Draft, November 06. Retrieved March 13, 2012 from http://lencd.com/data/docs/232-Concept%20Note_Institutional%20Reform%20and%20Change%20Management-.pdf[continue]

Cite This Essay:

"Ambiguity And Change The Concept" (2012, March 14) Retrieved December 2, 2016, from http://www.paperdue.com/essay/ambiguity-and-change-the-concept-55039

"Ambiguity And Change The Concept" 14 March 2012. Web.2 December. 2016. <http://www.paperdue.com/essay/ambiguity-and-change-the-concept-55039>

"Ambiguity And Change The Concept", 14 March 2012, Accessed.2 December. 2016, http://www.paperdue.com/essay/ambiguity-and-change-the-concept-55039

Other Documents Pertaining To This Topic

  • Change Management Using Various Organizational

    Software quality management, compliance, and collaboration across the entire organization also need to be integrated at the process and role level with the LMA supply chain. As the LMA supply chain is very unique in that it specifically deals with prototypes often that are under covered under security guidelines and clearances, there needs to be continual focus on change management and task ownership in this area as well. For

  • Change Management & Organizational Transformation

    (GAO, 2008) These criteria are stated to "inform many other elements of the positions, including roles and responsibilities, job qualifications, reporting relationships, and decision-making structure and processes." (Dejewski, 2007) Three types of COO/CMO positions were identified as follows: (1) the existing deputy position could carry out the integration and business transformation role. This type of COO/CMO might be appropriate in a relatively stable or small organization; (2) a senior-level executive who reports to

  • Change Management in Order to

    The change leader should feel confident about the change if decision criteria are driven by impartial and objective considerations and his position is based on organizational, mission, vision and strategies. Then leader should try to convince all employees on objective and factual grounds while also taking care of their emotional issues. If leaders do not behave well and control their own emotions then employee morale gets affected. "Most executives

  • Managing Human Resources Change and Conflict Are

    Managing Human Resources Change and conflict are some of the manager's current challenges. This thesis tries to inquire into the change processes and managers response to conflicts that arise as a result of change resistance. The manifestation of conflict and the impact of conflict are also discussed. The thesis also looks into the different theories formulated to explain change process and their relationship to conflict management. Also covered is the way

  • Tolerance of Ambiguity and Corporate Success in

    Tolerance of Ambiguity and Corporate Success in Global and Ethically-Diverse Organizations: An Initial Study Frenkel-Brunswick (as cited in Kruglanski, 2004) first defined the trait ambiguity tolerance (AT) as a personalty variable that is primarily influential in the formation of social relationships within a diverse context. As the polar opposite of ambiguity intolerance, tolerance of ambiguity is highly correlated with personality-derived behaviours that are open to different cultural mindsets and experiences

  • Organizational Change and Development the

    Exploring the complex web of meaning and interpretation attached to concepts like nostalgia would illuminate aspects of resistance in ways that current rationality-based theories do not. Greater attention to affect, identity, symbolism, aesthetics, and related subjects would provide a useful balance to change and innovation research. It is important to acknowledge the many sides of human beings and consider how they may figure in starting, sustaining, and resisting change. We

  • Leadership and Change Management

    Leadership and Change Management Consider a change that has been recently introduced in your organization. Using relevant change and leadership theories, critically analyze the benefits and problems that introduction of this change has brought. TO WHAT EXTENT HAS LEADERSHIP CONTRIBUTED TO THE RESULTS OF THIS PROCESS? RasgGas is a joint venture gas company between Qatar Petroleum, the State of Qatar's national oil and gas company (majority stakeholder), and ExxonMobil, an American Integrated


Read Full Essay
Copyright 2016 . All Rights Reserved