Green Teams and the Management of Environmental Change in the UK - Essay Example

 Green Teams and the Management of Environmental Change in the UK Businesses are dynamic in nature and subject to internal and external forces that cause change. Handling change can be challenging as change can occur due to several factors. Downsizing and redundancy, mergers and acquisition, new policies and targets, or even advancement in technology can lead to change. In addition there can be change of management, strategies or changes in organizational goals. Change management refers to the processes and techniques that help in planning, implementing and evaluating any changes in business operations to achieve the desired objective (Hoang, 2007). There is always resistance to change and besides change in different circumstances bring about different results. Two specific problems that occur in change programs are the resistance to change and the demoralizing effect that change has on employees. Resistance to change takes place due to several reasons. Lack of proper communication, when the purpose of change has not been communicated can lead to misunderstandings (Hoang, 2007). Again, due to lack of communication there could arise fear of the unknown, fear of their future in the company, uncertainties of career expansion could cause them to resist change. People have been used to a certain pattern of working and do not like to disturb the equilibrium. In the case of change or introduction of advanced technology there is fear of not being able to work in the new automated environment. Employees also resist change when they fear that fewer employees would suffice when technology is introduced or improvised upon. Resistance has been perceived during restructuring and more so in larger firms employing more than 500 people. Redundancy leads to fear of the unknown and is the most evocative and fear inducing form of organizational change (Worrall, Campbell & Cooper, 1999). Another most important reason for resistance occurs during mergers and acquisitions. There appears to be cultural misfit where the fundamental differences manifest in thoughts, actions and behavior of employees. The decision-makers give disproportionate attention to strategic fit as compared to integration issues (Olie, 1994). In international mergers the resistance is more pronounced as there are differences in dress code and behavior which divides them into ingroups and outgroups. Apart from resisting change, employees may even demonstrate a demoralized attitude and indifference to work. This is another problem that occurs in change programs. Gollan (2006) contends that management of people is more important than the combined effect of strategy, product, service quality, or even the manufacturing technology or the expenditure on R&D. The staff feels demoralized when they are not taken into confidence and this gives rise to emotions of anger, distrust and shock. Performance of employees is directly related to their attitude. The different emotions that arise during change programs can lead to decreased motivation, decreased trust in management and decreased levels of organization commitment even in subsequent jobs (Worrall, Campbell & Cooper, 1999). Individuals become concerned about their own development than the development of the organization. Decreased satisfaction level could reduce organizational commitment, morale and motivation. Need for job security and certainty can affect the motivation and morale of the employees. An employer needs to be valued both by the employer and the customer. Factors related to pay and system of promotion during change also affects the motivation level of the employees. If an organization has met with public failures in defining the services, these prejudices, preconceptions and perceptions can have a demoralizing effect on the employees (Donnelly, 1994). Before any strategic change takes place proper communication, training and individual attention is essential to keep them motivated. An adverse corporate and public image can demotivate the employees who had been feeling a part of the organization. Through clear-cut division of responsibilities between employees change programs can be effective. The right change management program can help alleviate these issues. According to Schramm (2007) the transition process should be as smooth as possible and this relies heavily on the employees. The HR department should be involved much before the changes are implemented. Woodward (2007) suggests that change management should start during the problem identification phase of the project. The organizational leaders need to determine in advance the effect that change could have on the employees of the organization (Schramm, 2007). The initiatives by the organization are not enough. It is equally important to manage the individuals through change. Communication is also important to avoid or overcome resistance to change. The management should understand the change management model and it should be an integrated plan. The management should know how to manage change and integrate the plan (Woodward, 2007). Employees need to understand why they need to know something. Managers too become apprehensive of their own positions, power and responsibilities. Hence it is important that managers are trained much ahead of time as trying to train them during the change could result in a negative attitude. There should be no time gap allowing the employees to develop any negative thoughts or attitude towards the leaders of the organization. Keeping the staff motivated is equally essential and Donnelly (1994) emphasizes that recognition of staff through promotional material can help keep them motivated. Transparency should be maintained in all actions and decision to keep up the employee morale and cooperation (Pollitt, 2006). Open plan environments and removal of management trappings can help replace old prejudices with new identity and optimism. Training sessions can help to sensitize the individuals and bring awareness (Beard & Rees, 2000). It also provides tools and solutions to enable the individual to move from a state of intent to one of implementation. In other words, the process of transition becomes smooth. To make change management effective through staff development programs line support is essential, according to Morrison (1998). Staff needs recognition at all levels to remain motivated. While motivation is the key to empower the staff, it is also necessary to get the front line managers to take collective responsibility (Landale, 2004). To keep the staff motivated the targets have to be realistic and the efforts have to be suitably rewarded. The staff should be allowed to think beyond their career. If the employee is made to feel a part of the change his morale is boosted and he remains committed and loyal to the organization. This brings about a shift in energy and enthusiasm. The ideal change management program would be when the employees are taken into confidence right from the beginning. As soon as the change has been decided upon, the heads of different departments should be involved and their suggestions taken on the possible outcomes in their division. With their participation the right change program should be devised. Information flow has to trickle down to the lowest level and the subordinates should not feel that some information is being withheld from them. This would immediately give rise to a feeling of distrust and lead to misunderstandings. Everyone is concerned about their own career growth and this becomes more important in times of change. Hence resistance can be handled by involving the employees from the first stage itself. To maintain the morale of the staff, to keep them loyal, all information should be shared with them. They need to be reassured that they are needed and are a part of the organization. This can be done through interactive sessions. During times of change rumors are rampant and deepen the misunderstandings. Interactive sessions and proper flow of information would help to thwart the rumors within the organization. Training may be essential if change in responsibility is foreseen. What is most important in change management programs is to stop rumors from spreading and this can be done through proper communication at all levels. References: Beard, C. & Rees, S. (2000). Green teams and the management of environmental change in a UK county council. Environmental Management and Health, Vol. 11 No. 1, 2000, pp. 27-38 Donnelly, M. (1994). Managing People and Quality in a Climate of Change. Managing Service Quality, Vol. 4 No. 4, 1994, pp. 41-44 Gollan, P. J. (2006). High involvement management and human resource line sustainability. Handbook of Business Strategy, pp. 279-286 Hoang, P. (2007). "Change management and force field analysis: change takes place constantly in business. Paul Hoang considers the barriers to change and looks at how managers can bring about change effectively.(Business Strategy)." Business Review (UK) 13.4 (April 2007): 26(2). British Council Journals Database. Thomson Gale. British Council. Landale, A. (2004). Motivation muscle frees up the front line at BVSC. Human Resource Management, Vol. 12 No. 2 2004, pp. 27-29 Morrison, M. (1998). A lower academic level of first line management training for medically qualified healthcare staff can enhance workplace performance. Industrial and Commercial Training Volume 30 • Number 1 • 1998 • pp. 20–23 Olie, R. (1994). Shades of Culture and Institutions-in International Mergers. Organization Studies 1994; 15; 381 Pollitt, D. (2006). Raise a glass to HR at Wolverhampton and Dudley Breweries. Human Resource Management International Digest, Vol. 14 No. 1 2006, pp. 9-12, Schramm, J. (2007). Managing Change. HR Magazine, March 2007 Woodward, N. C. (2007). To make changes, manage them. HR Magazine, 2007 p 63, Worrall, L. Campbell, F. Cooper, C. (1999). Surviving redundancy: the perceptions of UK managers. Journal of Managerial Psychology, Vol. 15 No. 5, 2000, pp. 460-476. Read More