Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Term Paper:
The status quo, which is predicted to (or already does), produced an undesirable future state.
The actual path of change initiated by timely directors of the manager is the course of achieving the current state.
In change management initiatives that failed the following were cited as reasons for lack of success in the organizational change process:
1. Managers who were unwilling to assign the needed resources to the project or would not allow their representative adequate time to participate
2. Managers who filtered out important messages or started negative conversations about the change
3. Employees who became distracted and lost interest in their current work responsibilities thereby impacting overall productivity and customers
4. Valued employees who left the organization
5. More people taking sick leave or not showing up for work
6. Unforeseen obstacles to the change that seemingly appeared from nowhere
7. A lack of funding for the change (Hiatt & Creasey, 2005)
Supporting Employees through the Organizational Change
Critical in the success of change is the establishment of communication and consultation processes. This is accomplished through providing information on changing policy, planning management strategies for service delivery. Included is employee representation in the design, implementation and evaluation stages, as well as the provision of training to enable employee representatives to contribute to the process and providing training to representatives of the employee group for contribution to the process. To effectively match employee skills to the new units of work it is vital to have a record of employee skills that is accurate therefore a skills analysis of each employee is critical. The provision of employees training for meeting the requirements of new roles in the organization is very important and requires providing "targeted training and development to assist them to perform effectively. Further stated is the advice that "managers factor training and development issues into the plan at the earliest possible stage. Training should be formulated from the skills analysis and the development of objectives and specifications to guide trainers to prepare and deliver training programs. Employee participation in the organizational change will effectively ease the tensions as well as the inherent fear of the change process.
Development of Action Steps
Vital in the process of change is the development of clear and concise steps of action that are required to be taken and further the supervisory enforcement of each step to be taken. The reason for this enforcement is the necessity of a well-laid plan being followed because without a carefully structured process the change of management will quickly become a scene of chaos and possibly one of disaster.
Stated in the work entitled: "Executive Leadership during Organizational Change: A Bi-Cycle Model" is that "Executives, in circumstances of change, must identify (empathize) with the people of the organization as much as the employees must identify with the leader and the vision. Frequent and open interaction among the executives and others in the organization is an effective way to help this process take place." (Bastien, et al., 1991) Further stated in this work is that, "Leading under conditions of organizational change is analogous in many ways to the operation of a bicycle. A driving mechanism (the visionary process) such as a sprocket, serves as a source of energy. Support mechanisms (the participative and transactional cycles), the wheels, enable energy to be transformed into movement and momentum for change. To maintain progress, each part needs to cycle over and over again.
Summary and Conclusion
Careful and diligent planning as well as structured and dedicated implementation of organizational change management will result in the organization whose employees possess ownership in the change, are able to communicate during and through the change with management and ultimately culminates in the companies smooth transition. It is critical that management gain cooperation as well as the collaborative effort of company employees who in reality have the most power in the success of the company's organizational change process.
Supporting Employees Through Organizational Change (1999) How to Guide. Queensland Health.
Bastien, et al. (1991) Executive Leadership during Organizational Change: A Bi-Cycle Model - Human Resource Planning, Vol. 14, 1991.
Changing Models of Care Framework (2000) Queensland Health Change Management - Queensland Government.
Hiatt, Jeff and Creasey, Tim
"John Hopkins Hospital Merger The" (2005, June 27) Retrieved December 3, 2016, from http://www.paperdue.com/essay/john-hopkins-hospital-merger-the-65787
"John Hopkins Hospital Merger The" 27 June 2005. Web.3 December. 2016. <http://www.paperdue.com/essay/john-hopkins-hospital-merger-the-65787>
"John Hopkins Hospital Merger The", 27 June 2005, Accessed.3 December. 2016, http://www.paperdue.com/essay/john-hopkins-hospital-merger-the-65787
Ellen Zane / Tufts-NEMC Ellen Zane - Leading Change at Tufts - NEMC Healthcare in Massachusetts The health care environment in Massachusetts at the time Ellen Zane took over Tufts-NEMC was tenuous, at best. Boston was a hub of medical activity and thought to be one of the best in the nation when it came to advances in medicine and caring for patients. Unfortunately, there was more to the issue than just how
Theatre Nurses Equipped With the Skills Required to Perform Pre-Operative Visits To Perform Pre-Operative Visits? Are Theatre Nurses Equipped With the Skills Required To Perform Pre-Operative Visits? Dissemination Are Theatre Nurses Equipped With the Skills Required To Perform Pre-Operative Visits? Pre-operative assessment is part of the ER process that many medical professionals believe can be accomplished on the part of nurses in the unit.. The objective listed for pre-operative assessment is that special requirements for the
Similarly, there is no way to ensure 100% job satisfaction with every employee all the time. One can only cross-train, communicate, work on a job extension and stretch plan, and use every potential resource available to allow the employee to self-actualize. Change is frightening to some, but with perserverance, tenacity, and commitment, our organization will be stronger because of it. Further, effectiveness within an organization is a measure of how