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Managing Change
Having the skills and savvy to manage the many challenges in today's workforce does not come automatically, nor does it always come easily. It is a fact that many employees resist change, and hence this makes the task of leadership more imposing. This paper reviews several current challenges that executives and managers must meet with competency in order to bring their organizations through a period of change. Three challenges in particular are covered in this paper: assuring employees change is a necessary event in order to continue to be profitable; giving employees the skills and leadership to help them overcome doubts; managers must know how to communicate the vision the company has decided to set as a goal.
Resistance to Change -- How to Overcome Resistance
Botezat Elena -- with the Faculty of Economics at the University of Oradea -- lists several obstacles that are often present when an organization resists change. First it is true that often the "goal of the change is not clear," and if the workers are not absolutely certain of which direction the leadership is taking them, they will usually put up resistance (Elena, 2012). Secondly, the "rewards of the change" do not necessarily coincide with the additional effort that must be invested in order to bring about the desired change; thirdly, because change is often "imposed by coercion," that is clearly a situation in which employees are going to resist in some fashion (Elena, 998). In a fourth scenario, Elena notes that change sometimes requires an effort and a commitment that is substantial, and many employees are not sure they have the resources and the resolve to...
There is a great difference between being a leader, and being a manager, the author explains. A manager is trying to get people to do "what needs to be done"; but being a leader means having the skills and savvy to "…convince people to want to do what needs to be done" (Elena, 999).
Looking closely at those two descriptions one can clearly see just doing a manager's tasks -- pushing people towards what he or she perceives needs to be done -- is not going to help make a transition to a "change of procedures and systems" a smooth one (Elena, 999). In fact when a strategic change is being attempted, people need new skills and new knowledge, and so the task of a leader goes further than just articulating what the goal is; workers actually need new training and they will only do that without stiff resistance if the leadership of the company communicates "…a vision, a direction to align its people" to actually become leaders themselves (Elena, 1000).
Managing Change Successfully
Jennifer Wilson writes that because of the advances in technology, the changing of business standards, and the realities brought to light by the global economy, leaders are facing huge challenges in navigating "ever- accelerating changes" (Wilson, 2014). Moreover, in the global economy managers must take into consideration new cultural values that must be understood and responded to. As…
Works Cited
Elena, B. (2012). Managing Change: Some Theoretical and Applicative Aspects. Economic Science Series, 21(1), 998-1002.
Palmer, I., and Dunford, R. (2002). Who says change can be managed? Positions,
Perspectives and Problematics. Strategic Change, Volume 11, 243-251.
Wilson, J. (2014). Managing Change Successfully. Journal of Accountancy, 217(4), 38-41.
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