Organizational Change Management: Management

Organizational Change Management

Managers are often times faced with the challenging task of having to compare different project alternatives so as to choose those that best utilize organizational resources. Trend analysis is a common comparison technique that compares alternatives in terms of either costs or revenues over multiple time periods.

In this text, we compare two project proposals (J.P Technologies Inc. And IT USA Inc.) to determine the option that realizes higher cost savings over a three-year implementation period. The costs and common sizing information of the three items included in the package -- hardware and software maintenance, regular and ongoing maintenance, and training and education -- for each alternative, have been presented in the attached spreadsheet.

Trend analysis reveals that the cost of the J.P Technologies alternative would decrease by a cumulative total of 54% of start-up cost over the implementation period (47% over year 2 and 7% over year 3); whereas that of IT USA would decrease by a cumulative total of 45% (39% over year 2 and 6% over year 3). Towards this end, cost savings realized by the end of year 3 would amount to $4,630,104 (54% of 8,574,276) for the J.P. Technologies alternative; and $3,672,309 (45% of 8,160,687) for the IT USA alternative. The manager, in this regard, ought to select the J.P. Technologies proposal as it would realize higher cost savings.

The Manager's Role in the Change Process

The manager has three fundamental roles to play in the organizational change process. In this case, for instance, they have to develop a transformation plan, in which they lay out the objectives that the change is intended to achieve, and define the specific responsibilities of the key people involved in the change process. Such a plan creates a sense of direction and provides a basis for evaluating the success/failure of the change process. Secondly, the manager needs to provide the support needed by employees in the transition. Without the necessary support in the form of reward systems, employee initiatives, and training facilities; the change process is likely to be unsuccessful. Towards this end, there is need for management to provide an enabling environment for employees to adapt to the new processes. Finally, the manager has to maintain constant communication with his/her employees throughout the change process so as to reduce the extent of employees' resistance to change. he/she needs to communicate with their employees on, among other things, why the change is necessary, and how they (employees) and the greater organization stand to benefit from the same (Hornstein, 2008). Human beings are naturally resistant to change, and processes of change are likely to bring about feelings of uncertainty, fear, and insecurity amongst employees. The manager has to use communication to calm their employees down. They particularly need to pay attention to upward communication because then, they will be able to respond to the questions, concerns, and suggestions posed by employees - thereby minimizing the risk of resistance.

A Situation where Clinicians and Coders are Unable to Enter the Proper Codes Following a Software Change Process