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This is why the leader and his team must be selected before this step. Establishing the timeline of the process is in direct connection with the previous step.
4. Identifying the need or desire for change requires management skills like analyzing and organizing. Identifying and evaluating the effects of change require strong analysis skills, combined with the ability to forecast the development of business processes. Evaluating the climate for change requires observation abilities and control. The step consisting in developing strategies requires for the people involved in the process to be able to plan, to organize, to direct, and to control. Establishing the timeline of the process requires time management skills and the ability to organize.
The leader of change must possess a series of other management skills, like leadership, motivation, and self-management (Drucker, 1999). The most important skills that ensure the success of implementing a change management process are leadership, the ability to organize, and the ability to control.
Also, the manager must make proof of understanding the emotional side of change and the way it affects his subordinates. As a consequence, the manager must be aware of the emotional stages of change in order to control them and to turn them into the organization's advantage. These stages include: disbelief and denial, anger and...
In general, during a change management process the steps handled best refer to determining the need or desire for change, establishing the timeline, and monitoring the results. This is because most of the times the necessity for change is quite visible, it is felt by the stakeholders involved, it is not absolutely necessary to make efforts to identify this necessity.
The steps that are not handled as well include internalization, communication, and building consensus for the change. This is because not everyone in the organization in case identifies with the need for change. Also, managers are sometimes unable to communicate correctly the need for change. They can also fail to properly motivate employees for adopting change and integrating it within their activity. This way, consensus for change cannot be achieved, jeopardizing the success of the change management process.
Reference list:
1. Riches, A. (2010). The Four Emotional Stages of Change. Anne Riches Leadership and Change. Retrieved February 3, 2010 from http://www.anneriches.com.au/article-ct3.html.
2. Drucker, P.F. (1999). Change Leaders. Inc. Magazine. Retrieved February 3, 2010 from http://www.inc.com/magazine/19990601/804.html.
Reference list:
1. Riches, A. (2010). The Four Emotional Stages of Change. Anne Riches Leadership and Change. Retrieved February 3, 2010 from http://www.anneriches.com.au/article-ct3.html.
2. Drucker, P.F. (1999). Change Leaders. Inc. Magazine. Retrieved February 3, 2010 from http://www.inc.com/magazine/19990601/804.html.
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