Management Managers Hold the Key to Successfully

Management

Managers hold the key to successfully implementing changes in their corporate environments or their installations. How people react to change always depend on how managers present the change. Despite the manager's best efforts in anticipating reactions to change, there is always resistance from 70% of the staff. Leading and implementing change successfully, whether as a team or an organization is a core to achievement in managerial or professional practice (Daft, 2012). It is a difficult, fearful task which does not occur by chance; change should be thought through and well coordinated by the manager.

Role of managers in implementation

Manager's work is to sell the information, motivating resistors while hoping that some logic will encourage those in action to internalize the change and, therefore, change their behaviors (Thames, 2012). They think of innovative ways of how to handle products and services and how to improve technology. Mangers come up with fresh approaches to strategies, ideas and structures that help to foster adaptive cultural values. Managers play the role of enhancing organizational innovations indirectly or directly depending on the leadership style (Karen,2011). Managers provide an enabling environment for; risk taking, exploration, experimentation and sharing of ideas.

Managers build an organization wide commitment while they take employees through the stages of change. They first prepare the employees about the change through meetings, memos, and communication so that employees are aware of the change(s), which is going to affect them. Managers then help employees to accept change by understanding the importance of the change and the positive impacts associated with change. Once the employees accept change, the manager will decide to make implementation and this where commitment begins. Institutionalization and Installation starts, and this is where change starts. During installation, employees build commitment, and they raise problems in regards to change problems. During institutionalization, employees view change as something normal, not as a new thing.

Successful change implementation

Reasons for people becoming resistant to change are normal, lack of trust, uncertainty, refusing to participate or sometimes transitory. It is sometimes because of how people perceive change hence the organization will need to put effort to ensure there is no resistance. Sometimes managers can increase their involvement with employees, participation and communication to improve employee acceptance. Managers can also build teams who are taught on how to handle change. This will help the manager because there will no disruptions hence improvement.

Communication and education is the first step, especially, if the change being implemented involves new technical knowledge which the staff has no knowledge or little knowledge. Communication helps in emotional involvement, which is a key in persuasion. When people understand reasons for change, they are likely to accept change because they have something that influences them along with rational reasons. Participation is an excellent tool during change; this enables resistors to participate in designing the change process. When employees engage in the implementation process, it causes smoother implementation, as the managers become aware of employee perception and the potential problems. Another way of reducing resistance is through negotiation. The managers negotiate with their employees about the change, hence they win acceptance, and the change is approved by the employees. The change is implemented like an agreement which both parties have approved.

Sometimes managers can use coercive measures in change implementation, like disciplinary measures, loss of jobs or certain rewards, to push for change acceptance. Sometimes it is used for people who are resistant to change or have poor perception about change. Coercion is sometimes used when urgent, rapid respond is required. Support from the top management is also essential; it has been associated with change support. This is because people view top management support as legitimate hence accept change.

Assessment

Assessment is vital in an organization when there is a new strategy agenda or problem to be solved. It is necessary because it determines how a new strategy will impact the culture of an organization. Assessment is done based on what the organization is trying to do, compared to the culture. This determines whether the culture is a constraint or strength. The assessment results will determine the relevance of change which is being implemented. A proper assessment is valuable because it goes through the stage of assumption.

Assessment determines the likelihood of change as it prepares the right leaders. It starts with the innovative idea where the steps for change are assessed, and the possible change it can bring. Strengths and weaknesses are weighed in preparation for the intervention. Risks and benefits are weighed to determine whether the project will be extensive or limited. Identification of areas, where change will be implemented, and people who will be affected is crucial during assessment. Evaluation is also beneficial as it identifies areas which require further adjustment and identifies areas which require further organizational activities. The potential costs of services, benefits to clients and agency to change are also done.

Planning

Change involves moving an institution from one state to another, and, this requires proper planning. Planning helps in achieving the targeted goals. It involves the vision of the institution, quality leadership, system wide programs and culture. Planning determines what should be removed to give room for new opportunities. It creates boundaries on where an organization is going to limit itself hence addresses exceptional needs to be addressed. Planning enables managers to develop a comprehensive plan which will keep track of the changing human service environment. A cogent plan should include; the vision of an organization, it identifies critical issues, is modifiable, outweigh different possibilities in change, and should ensure organizational leaders are committed to the change process (Richard, 2010).