Management of Change - Case Study Example

Organizational Leadership and Performance Name: Institutional Affiliation: Organizational Leadership and Performance Outline and discuss a recent change that occurred in your organization. Explain how as a leader, you would manage that change or improve your management of change. The biggest challenge facing leaders in every organization today is change. Leaders will continue to face this challenge even in the next generation. Change challenges and confronts the ability of leaders to remain relevant and create value for customers. It is crucial to comprehend how to engage employees and lead the organization in collaborating around change as an organizational manager. An individual cannot solely manage change in an organization (Vivien, Euan & Charlesworth, 2010). Therefore, organizational leaders must identify new and different ways to grow; moreover, they must be consistent in the identification and resolving of critical change issues. Embracing change can be either exciting or chilling depending on how the change is welcomed within an organization. This study outlines and discusses a recent change that was occasioned by position eliminations in my organization. It further explains how as a leader, I would manage that change or improve my management of change. As a leader, I will try to address the above situation by focusing on recommended coping techniques and overall themes. These techniques include how I would handle emotions of employees during the time of change, reassigning and reorganizing jobs that need to be done. As a leader, this would help me lead the entire organization through the process of transition. The following discussion is based on what employees would expect from me as their leader during this time of uncertainty. How change affects leaders Leaders must also be treated like any other human being. Managing employees during transition periods is not easy. It is not easy to manage people during times of change. As a leader, such a time requires that I remain at the top of my game because the task is unique and inherently difficult. As a leader, I would start by acknowledging my own concerns and feelings about the changes occurring in the business. I will then think about how the changes taking place at the organizations have affected me. I will only be able to empathize with others if I organize my emotions and thoughts properly (Harvard Business School Press, 2005). I should always remember that helping my employees move forward is the most crucial element. This will be my benchmark during the transition period in the organization. As a leader, I will have to find out the following key issues: It would be necessary to determine whether the transition time has been stressful, challenging, unpredictable, or demanding. I would also seek to know whether my experience as a leader was successful in managing employees during change. This may include things like spending extra time with them, communicating informally or formally, and through regular scheduled meetings. My leadership requirements demand the alteration of my normal schedule whilst availing myself to them. It would be beneficial for me to find out the challenges that I have undergone before as a leader. This may include handling people or getting the departmental work done. Finally, I would write down any concern that I feel would be of immense importance then identify resources within the organization that would help me solve the problem (Thomas, 2004). It will be crucial for me to acknowledge that my employees are also going through the same process after establishing the key issues outlined above. If the situation is difficult for me, I should know that it is also difficult for them. However, my job as a leader would be to lead them throughout the period of transition in optimally. It will be my obligation to guide all employees to pass through the difficult stage ahead, (Vivien, Euan & Charlesworth, 2010). Managing the employees during change The most difficult task that leaders face after an organization has laid off some of its staff is helping the remaining staff to deal with their reactions towards the situation. As a leader, I am supposed to move different departments beyond the anger, loss of morale and grief that characterizes this significant event in the organization. The next part of this study will focus on how I will help the employees who have remained at the organization deal with their emotions in the departments. It will also touch on how I will help employees from reacting emotionally by remaining focused on the goals and objectives of the organization. In addition, I would develop a resiliency strategy that would help employees remain committed to their work in the departments (Nathan, 2004). As I address the remaining employees, I would not say anything negative about those members of staff who have been laid off. This is because negative comments would undermine their trust in me as a leader thus they would consider going back to my former employees. Employees’ range of emotions Most employees are likely to go through different stages of grief because of bad news about layoffs and declining resources. These stages include acceptance, depression, anger, denial, and bargaining. Additionally, I would have to understand that work groups and individuals go through the process of responding to loss. It is also crucial for me to understand that employees react differently during such times. There are those employees who are fast in adjusting than others. Some employees may view the change as a career opportunity and not a threat (Evard & Gipple, 2009). Most employees would need proper guidance for them to recommence their customary schedules of work. However, I will require a more definite plan of action to handle the state of affairs. Some emotions exhibited by employees include: 1. Melancholy: departure of some employees or elimination of some departmental positions will make some reaming staff feel that they have lost something. Close connections may develop among colleagues who have been working in similar settings for some time. It will be complicated for them to consider that their usual way of performing tasks has been changed and replaced by something new. Therefore, it will be reasonable for them to mourn the loss. 2. Resentment: it is natural for anyone to be angry after receiving unpleasant news. Employees may displace their anger by directing it to leaders. Since they are human, they will be tempted to put the blame on their leader for everything that is happening in the organization. People are likely to let off steam because of anger. Anger is normally based on fear of the unknown. In order for employees to move beyond anger, they need to express it in the appropriate way. 3. Disquiet: changes make employees feel uncertain about the future thus becoming stressed. They may become worried of losing their jobs or introduction of policies that may not favor them. 4. Acceptance: a sense of normalcy will resume the moment remaining employees begin to get used to the changes. Employees stop dwelling on personal anxiety, loss, and change and focus on their jobs thus increasing the productivity. The readjustment stage begins with acceptance of change and loss. Dealing with the emotional problems of the remaining employees As a leader, I will try to anticipate the reactions of employees. I will be careful in validating the negative effects and legitimate concerns of change expressed by remaining employees. Employees must be aware that the leaders are aware of their thoughts. It is necessary to ask for opinions and feelings of employees because some of them may be withdrawn and silent. As their leader, I will assist them to come out of the stress by giving them a guarantee that it is customary for them to posses such feelings and express them. It will be apposite for me to share my feelings with them because this will help them feel free to air their opinions. If employees do not express their feelings, these feelings may be brought out in ways that are not healthy in the workplace (Williams, Woodward & Dobson, 2006). Resist becoming defensive: I will need to address some mistrust issues between the employees and me. While addressing such issues, I will not be defensive but rather focus on listening to employees and not engaging them in arguments. I will enhance trust by encouraging communication. Employees’ resistance will only be diffused if I give them a chance to articulate their mind-set. As a leader, I will listen to them first because it would assist me in solving the problems later. I will be visible and involved: as a leader, it will be compulsory for me to be frequently available for them. It will be beneficial for me to use some valuable time with employees and it will be inappropriate for me to retreat to my office. If I become unavailable, employees will have the perception that I know something, and I am reluctant to tell them, this may later refuel the uncertainty. I will have to be available to employees on a daily basis. I will schedule for more meetings and group work for employees. I will reestablish trust and loyalty through giving employees frequent feedback and spending time with them. Provide information: the fear of uncertainty will only be solved if I provide information. It may be tricky for me to supply helpful information that will let employees be aware of the facts I know. Employees may be resistant because of fear of the unknown; however, I would reduce this by providing them with the necessary details. Patience: people react differently; therefore, the response to loss may be weak in every employee. However, the process of loss response will be seen in almost all employees, even though at different levels. Optimal productivity will not be achieved by the organization until employees complete this transition. As a leader, I will be obliged to make judgments as to when I should move to the next stage of readjusting as we focus on the organizational objectives. How I would deal with the intricate workers On different occasions, some employees may find it difficult to accept the change. As a leader, I must make predictions and deal with situations in which the negative attitude or behavior of an employee affects the productivity of the department and the team. This will be achieved through: I will identify the problem through behaviors and performance rather than personality. For example, I will not address what I may perceive as the negative attitude of an employee; I would rather concentrate on the real issue which could be employee behavior resulting from the negative attitude. After identifying the problem behavior and the way it may affect the performance, I will then effectively convey this to the employee. Communicating with employees: I will hold many discussions rather than confront the employees. It is always natural for leaders to live with the hope that the problem will solve itself. This does not happen mostly, and delays in addressing the problem will only allow the situation to become worse. While meeting the employees, I will not minimize my concerns. I will ensure that I clarify everything to them because failure to do so may only be a disservice to them. As I address the problems, I will have to be supportive as well as concise (Thomas, 2004). As we hold discussions about the problems, I will be required to listen to their feedbacks carefully as I identify the measures needed for the company’s success. However, my leadership functions will demand I must acknowledge about the uncertain job atmospheres where individuals may hesitate to reveal some information. As a leader, I will ensure that I do everything to permit the success of my employees (Thomas, 2004). I must let them know that improvement must be seen: this includes ways of measuring improvement and scheduling regular meetings with employees to give them feedback and support. I will schedule ideal sessions of feedback ahead of time, and I will hold to those schedules. It will be necessary for me to create time and meet with them again within short intervals during the month. Documentation of records is noteworthy because it is much easier to depend on notes rather than on memory. This will need that I keep any records of conversations with the employees. Accept satisfactory responses: I will be extremely careful to avoid any unsatisfactory response from employees. If the problems persist, I will contact the Human Resource Manager because we will work together in discussing available options of resolving the issues. The HR has a wide range of tools used in dealing with employees such as performance management plans, facilitated conversations and job search assistance. Staff services and faculty: this is a confidential resource where leaders and their employees can discuss the challenges and concerns of maintaining morale and productivity in uncertain workplaces. I will allow my employees to know about this service and allow them to take time from work in order to convene with the employees at this unit (Costello, 2005). Dealing with the Future productivity of employees Change may be defined as a situational transition or move to the site. Similarly, change is more psychosomatic; it involves three phases that people undergo as they come to terms and internalize with information about the changes. As a leader, I will be required to lead my employees through the following phases of transition: A. Losing and Employees Letting Go This is the first phase and it involves some issues of dealing with change with a focus on the employees. As a leader, I should let my employees know that I understand the situation, offer them sustenance, and help them tackle the loss. I will request for clear-cut counseling services through the faculty and staff services. If I discover an employee has difficulties in embracing the change, I will encourage the employee to seek for counseling. While showing understanding and support for employees, I will be required to help them move on and go through this phase (Evard & Gipple, 2009). B. The impartial Sector This second phase entails providing employees with explanations behind the change. In this case, I will review all the past and current messages from the HR together with the employees. The messages articulate what we are supposed to achieve as a team. We will continue with the discussion as we analyze messages from different leaders. I will always remember that helping my employees move forward is the most crucial element; this should be my benchmark of supporting the organization achieve the changes. In case I do not support the change, I should not communicate my lack of support to my employees. Instead, I will seek the assistance of other leaders and voice my concerns to them (Nathan, 2004). Evaluate and Reassign Tasks It is obvious that when some employees are eliminated from a team or a department, the previous jobs and duties will have to be done by dividing to the remaining employees. As a leader, it will be my responsibility to the task and reassign them so that they may not be neglected (Doherty, 2002). While reorganizing and reassigning, I will consider a number of factors like the total number of tasks and the nature of tasks. Reassigning of the tasks will be based on the following criteria: Analyze and Reassign Jobs This will entail updating the job description for every employee who accepts new tasks. This involves reviewing of all the procedures and creating of new organizational charts that are in line with the changes. It is worthwhile to provide a clear direction concerning the newly assigned tasks. Additionally, it will be necessary to convene a departmental meeting to provide explanations about the changes to all the employees (Costello, 2005). This part demands my role as a manager to list all the all the jobs done within an eliminated job. I will take note of any employee who shows any skills, competencies, and knowledge needed for success. I will then assign the work beginning with the most vital tasks. This will be in consideration of the following: 1) The most suitable position within the organization that can absorb the work 2) I will consider whether the position absorbing the new tasks already has a full workload. 3) I would find out which employee has competencies, skills, and knowledge required for the new task or tasks. 4) If competencies, knowledge, and skills are lacking, I will consider the training necessary for the next employee taking over new tasks. 5) After reassigning the tasks, I will then organize for informal conversations with employees whom I will have given new assignments to obtain their input and get buy-in to my tentative redesign. Update the job description In this case, I will note each employee who has accepted new tasks and responsibilities and then translate the new assignments to fit into their expectations. Changes in an organization always attract expectations on the side of employees. Review all Procedures and the New Organizational Chart: I will write down all the measures and processes that are in need of being maintained or reestablished within the organization. I will work closely with those involved to make the reviews in the processes. I will convey my expectations and communicate the changes to other departments that intersect with those processes. Creation of a new organizational chart will be vital because of alterations made on departments and lines of authority. This is beneficial because it will help the employees visualize the entire picture about how each of them will fit in the organization (Randall, 2004). Provide clear direction to employees who have been given new tasks: I will schedule for meetings with individual employees whose tasks have changed due to the new roles and responsibilities. I will make reviews on the organizational chart, and in case I need any assistance, I will request for the services of workplace consultants. Conducting a departmental meeting that aims to explain changes within the organization to all employees: After reassigning all the tasks to the employees, I will request different departments to organize for meetings so that I can clear their group expectations. I will provide them with an explanation of what the task requires. I will highlight any changes in the authority and make reviews on the organizational chart. C. The New Beginning This is the last phase of change entailing a systematic working together with heads of departments and HR representatives to develop a plan. Leading employees through change is a slow procedure that advances with time. I will outline a future picture of the organization, the expectations, and the role each employee will play. I will also create an outline of how I will lead my employees to the new beginning (Lindsey, 2010). Evidently, it will be necessary for me to write reports and recommendations after the entire process. In this case, I will try to engage my employees in what I say about them in the report and recommendations. I will not give them any surprises. While writing my report, I will be constructive, positive and always open with employees. By leading my employees through a hands-on style of leadership in this time of change, I will be helping them achieve their goals (Williams, Woodward & Dobson, 2006). This will also assist in rebuilding their trust and confidence and providing them with support just when they need it the most. I must acknowledge that if I lead my employees by adopting a hands-off style of leadership, I will lose the opportunity to mentor, coach and provide them with positive reinforcement necessary for such a transition period. With the above resiliency strategy, I will be able to manage the change as well as help employees remain focused and committed to the organizational objectives thus maintaining productivity. References Costello, S. (2005). Managing Change at Work. Indiana: Wiley Publishing Inc Doherty, T. (2002). Managing Public Services: Implementing Changes. New York: Routledge Evard, B. & Gipple, G. (2009). Managing Business Change for Dummies. Indiana: Wiley Publishing Inc Harvard Business School Press, (2005). Managing Change to Reduce Resistance. Harvard Business Press Lindsey A. (2010). Change Your Business with NLP: Powerful tools to improve your organization’s performance. West Sussex: Capstone publishing Ltd. Nathan, M. (2004). Pastoral Leadership: A Guide to Improving your Management Skills. New York: Taylor & Francis Randall, J. (2004). Managing Change/Changing Managers. New York: Routledge Thomas, S. (2004). Successfully Managing Change in Organizations: A User's Guide. New York: Industrial Press Inc. Vivien, M., Euan S. H., & Charlesworth, J. (2010). Managing in Health and Social Care. New York: Routledge Williams, A., Woodward, S. & Dobson, P. (2006). Managing Change Successfully: Using Theory and Experience to Implement Change. Michigan: Thomson Learning Read More