Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from essay:
I wonder whether the job of a manager is not so much to manage the change process as to deal with people's genuine fears. So remember: don't underestimate the emotional impact that change has on people, don't ignore people's fears, don't lie or tell half-truths and do communicate and listen ad infinitum - you can't do too much of it." (Tyler, 2007)
This is confirmed in the work of F. John Rey states in the work entitled: "Managing Change: Managing People's Fear" that "Managing change means managing people's fear. Change is natural and good, but people's reaction to change is unpredictable and irrational. It can be managed if done right. Rey additionally states: "Resistance to change comes from a fear of the unknown or an expectation of loss. The front-end of an individual's resistance to change is how they perceive the change. The back-end is how well they are equipped to deal with the change they expect." (2009)
VII. PROACTIVE MITIGATION of EXPECTED ISSUE and PROBLEMS
How can the internal management of the organization proactively mitigate the expected issue and associated problems? That is the question posed in this examination of the change initiative related to information technology. According to the work of Rey (2009) the following will be a good start in doing just that:
1) You have to help your people understand. They want to know what the change will be and when it will happen, but they also want to know why. Why is it happening now? Why can't things stay like they have always been? Why is it happening to me?;
2) it is also important that they understand what is not changing. Not only does this give them one less thing to stress about, it also gives them an anchor, something to hold on to as they face the winds of uncertainty and change; and 3) You need to understand their specific fears. What are they concerned about? How strongly do they feel about it? Do they perceive it as a good or a bad thing. (Rey, 2009)
Rey (2009) emphasizes that the change manager should not "try to rationalize things. Don't waste time wishing people were more predictable. Instead, focus on opening and maintaining clear channels of communication with your employees so they understand what is coming and what it means to them. They will appreciate you for it and will be more productive both before and after the change."
Arising from the literature reviewed in this study are recommendations as to how internal change management of the organization might effectively and efficiently bring about the Information Technology change initiative. Recommendations include those as follows:
effective communication of the change;
open door policy for feedback and questions;
newsletters communicating the change;
meetings with employees (all, groups, and individual teams) to communicate the change; change management training for management; and assessment of change initiative.
SUMMARY & CONCLUSION
Proactive mitigation of issues and problems in the Information Technology change management imitative and specifically from the view of internal change management requires that these managers address the change head-on via informative provisions to employees who will be affected by or involved in that change initiative. Because people in the organization fear and are repelled by the unknown it is necessary that the change initiative be accompanied by clear and concise information, an open door policy to allow discussion and to allow questions to be posed. Finally, it is important that key change management personnel be trained properly to handle such change within the organization effectively.
Organizational Change Primer (2000) Management Decision and Research Center, Health Services Research and Development Service, Office of Research and Development, and the Department of Veterans Affairs. May 2000. Online available at http://www1.va.gov/hsrd/publications/internal/organizational_change_primer.pdf
Qubein, Nido R. (2002) Change: Embrace or Resist it. BNET Online available at http://www.frogpond.com/articles.cfm?articleid=nqubein02
Tyler, Debra Allcock (2007) People are right to fear change - Leading People. Third Sector 4 Apr 2007.
Managing Change: Managing People's Fear
Change is natural and good. Reaction to change is unpredictable, but manageable.
By F. John Reh, About.com 2009
Wojtecki, Joseph G. And Peters, Richard G. (2000) Communicating Organizational Change:
Information Technology Meets the Carbon-Based Employee Unit. The 2000 Annual: Volume 2, Consulting Copyright - 2000 by Jossey-Bass/Pfeiffer, San Francisco, CA. Online available at http://www.centerforriskcommunication.com/pubs/crc-p3.pdf[continue]
"Managing Change The Objective Of" (2009, February 17) Retrieved December 8, 2016, from http://www.paperdue.com/essay/managing-change-the-objective-of-24745
"Managing Change The Objective Of" 17 February 2009. Web.8 December. 2016. <http://www.paperdue.com/essay/managing-change-the-objective-of-24745>
"Managing Change The Objective Of", 17 February 2009, Accessed.8 December. 2016, http://www.paperdue.com/essay/managing-change-the-objective-of-24745
Managing Changing Managing Change reflect critically personal perspective philosophy managing change changed ( ) semester Drawing learning experiences semester (group case study, relevant change management theory, reflections relevant personal experiences organisational change), reflect critically personal perspective philosophy managing change changed ( ) semester. Managing change The world we are living in is always changing. The nature of the business world today is very different than the way it was decades ago. Change is inevitable.
Management Accounting The objective of this study is to discuss and evaluate the purpose and effectiveness of strategic management accounting for modern businesses. The answer should be supported with at least one business currently in operation on the London Stock Exchange, discussing the ways in which strategic management accounting can support the business in managing the current challenges it faces. Strategic Management Accounting is addressed in the work of Cheong (nd) who
The following relates excerpts from the Website for Who Moved My Cheese?: "The more important your cheese is to you the more you want to hold on to it." (p. 36) To Succeed at Change: Prepare for Change Gain (obtain) Change Skills Achieve a Change Four Change Skills The following four "easy to understand' change skills are routinely used in training sponsored by Johnson. Skill #1: Anticipating Change Anticipating Change is the ability to see what has
They will look to the leadership for answers. The articulation of a formal case for change and the creation of a written vision statement are invaluable opportunities to create or compel leadership team alignment" (Jones et. all, 2004). Furthermore, there are three steps that must be followed in order to be successful with applying this principle: Confronting reality and articulating the need for change, in order to convince each individual that
Change Management Change as a dynamic process The adopted approaches in the development of change process The elements of the change management models The Measurement Constructs Tool Components of the constructs tool Guidelines for the Questions asked This paper discusses the concept of change management using various parameters. It does this through a development of personal management theory. The change management model is used to provide change management agents with a model that is both structured and
Managing change in the organization often centers on one of several change strategies or approaches for implementing changes in an organization. Some are more applicable to some situations than others. A directive change strategy occurs when management takes all responsibility for the change and imposes it throughout the organization, using formal management channels already in place. This has the advantage of using existing personnel and structures and may be effective
Management Control The objectives in the organization are the following: customer/supplier satisfaction, market share, customer satisfaction, supplier satisfaction, employees well being. All of these factors are involved in optimum management control and all orbit around communication which is 95% of key for success particularly since we promise delievery of our services in a timely and prompt manner. The organization, in question, prizes communication, therefore optimum communication is important and can