Compare and contrast discontinuous change - Research Paper Example

They are responsible for creating organizational environments that encourage improvement. However, human beings are naturally resistant to change. The organization has to overcome this resistance in order to increase engagement with the new structures. Employees have a difficult time adjusting to the new environment, and managers have to create an environment that will hasten the adaptation (Stanley, 2002). Employee training and changes in the work cultures are some of the methods of sustaining change.

Progressive and visionary managers act as architects for change. They design and implement organizational change by basing their decisions on objective information. Successful changes are introduced gradually under the supervision of managers. Managers become advocates for change as well as fighting for their teams and projects. Aggressiveness, sound conviction, and courage are necessary for advocating for change. Employees have to be convinced on the advantages of embracing change, which is a role for managers.

They have to acknowledge past achievements, appraise present accomplishments and lay out the future of the organization after implementing proposed changes. Managers are responsible for explaining the impacts of change on individual employees and coordinate individual and organizational change. . Effective change must make full optimization of existing resources so as to increase productivity. Managers have to encourage innovation, cultivate problem solving, address employee concerns, remain truthful, and help individuals transcend their self-interests.

Employees must cultivate a desire to improve the condition of the company. This helps employees raise their concerns during the fact finding process. Change requires constant learning and employees have to be willing to engage in learning process. On the other hand, managers must create appropriate learning experiences and motivate their employees. This involves introducing better ways of doing the job and making employees aware of the reasons for performing certain tasks. Planning for change creates an orderly way of ensuring an organization meets the short-term and long-term goals.

Employees have to be involved in the design practice as a way of reassuring change adaptation (Stanley, 2002). Change is inevitable in organizations, but almost two-thirds of major change programs are unsuccessful. The main cause of this failure is resistance by managers and employees. Change is accompanied by uncertainties and potential outcomes that cause resistance. Employees usually display reservation, which arises as a reaction to change. Resistance detracts the proficiency of the organization and becomes an enemy of change.

Normal interactions between individuals and groups are interrupted and there is a breakdown between employees and managers. Individual rational assessments of change outcomes can conflict with those of management creating resistance. Individuals can also resist due to preferences and predispositions that are not based on rational assessment.