Change Strategies for Disability Employment Services - Literature review Example

Running head: CHANGE MANAGEMENT REPORT Name Course Institution The nature and need for change In spite of trying hard, organization will not in any way be able to alter the fact that they have to change in the business environment which is very dynamic. For survival purposes organizations must change (Mariana, 2002). But it is a great challenge for the organizations to change in their operations (Art, 1997). For them to change they must learn the subtleties of change (Mariana, 2002). Environmental, social, economic factors and business trends are key players in bringing about change (Mariana, 2002). So as to adjust and adapt to the dynamic environment as well as be highly competitive, organizations should quickly change. Application of resources, tools and knowledge to leverage the benefits of change constitute change management (Art, 1997). According to Nigel (1995) technology development, stakeholder’s change of needs as well as economic pressures contributes to the global need for organizations to significantly alter their operations. A lot of energy, huge investments, time and resources are required to effect organizations changes. But in some instances most of the change programs do not meet expectations (Mariana, 2002). Estimates of success levels published are sometimes as low as 10% (Nigel, 1995). Organizations face both external and internal challenges hence the need for establishing change. Mariana (2002), claims that Disability Employment Services is not an exemption on this. Having information on these forces assist determining of the time of implementing these changes in the organization (Mariana, 2002). Initiatives of change can be grouped into the following categories: strategic change–seeing the organization as functional parts including acquisitions, mergers and consolidations. The second is change in leadership while the third is the cultural change that constitutes of programs which focuses on the aspects of human. The human aspects refer to the relationship between employees and managers. The fourth aspect is cost cutting which requires that non essential activities and operations be eliminated. The fifth aspect is the process change and it focuses on the way things are done (Art, 1997). Initiatives of change are always very complex (Nigel, 1995). Mariana (2002) suggests that a Conference Board study revealed that broad initiatives of change usually concern the process of business, structure of the organization and the behavior of the organization at a particular time (Art, 1997). In selecting a strategy or model for change several criteria are considered and include: the markets demand which accounts for 68%, budget availability, 52%, resources availability, 47%, leadership change, 41%, and finally satisfaction and turnover of employees, 37% (Mariana, 2002). Oakland & Tanner (2007) identified requirements of customers; other stakeholder’s demands like government demands; regulatory demands; competition in the market as well as shareholders which are the major external forces influencing changes (Art, 1997). In addition to that they identified the main internal forces influencing change, for example increasing the efficiency of operations, product and services quality improvement (Art, 1997). Propose change strategies that Disability Employment Services could be reasonably considered by the organization on challenges the managers might face when initiating the change Resistance to change is best reduced by participation which is a universally recommended technique (Mariana, 2002). Participation of affected employees in both planning and implementing of change is allowed by Disability Employment Services which contributes to greater identification with requirement of comprehending the new strategies and goals (Art, 1997). Disruption in communication flows is counteracted by implementing participation and usually accompanies change implementation (Art, 1997). Overuse of participation should be avoided in Disability Employment Services since it has been overused by many organizations. Acceptance of the new strategy is not guaranteed by participation, and employees are always unwilling to participate. Participation usually consumes a lot of time and may take long durations when in need of rapid changes (Mariana, 2002). Educating employees concerning the strategy before and during the implementation is another way of overcoming resistance to implementation of a new strategy (Art, 1997). Education consists of providing employees with information that helps them comprehend the need for change (Wilson, 2005). Education is also used in making the organization more receptive to the change requirements (Art, 1997). Information given at the time of change implementation assists in building support for a succeeding strategy and may as we redirect efforts in strategy implementation that is not satisfying the expectations (Mariana, 2002). Social matrix of co-workers, family, friends and other groups of reference influence individual attitudes which in return controls group pressure (Mariana, 2002). In this regard an individual can be persuaded by a group to support a new strategy (Art, 1997). During the time of implementation group members are important because they support others when problematic issues are encountered (Mariana, 2002). For the group to be used in introducing change, they must be ready to support the change (Mariana, 2002). Any cohesive group opposing the change acts as a barrier to the management’s ability to lure employees into supporting the strategy (Art, 1997). During change implementation disability Employment Services management should take steps that will convince employees to support the implementation (Mariana, 2002). Employees’ time may be extended by the management so that they can gradually accept the change idea, change their patterns of behavior as well as learn new skills (Mariana, 2002). New training programs are one of the supportive strategies apart from provision of an outlet for discussing the concerns of the employees (Art, 1997). If few important resistors can be set aside, negotiation will be useful, perhaps through force field analysis. It is be possible to give incentives to resistors of change in order to get them supporting you (Mariana, 2002). Speeding of implementation is enhanced and achieved through early retirement incase resistance is emanating from employees who are almost attaining age of retirement (Mariana, 2002). In Co-optation which is similar to negotiation since a leader or key resistor is offered a vital role in the process of implementation for supported a change (Art, 1997). Manipulation entails selectively using events or information to influence others (Mariana, 2002). These techniques are relatively inexpensive ands quick; however, employees who have a feeling that they were tricked into becoming irresistance, are misled, are not treated equitably may highly resist subsequent efforts of change (Wilson, 2005). Previous manipulation is the cause of distrust of management (Art, 1997). Organizations can overcome resistance by using coercion hence the Disability Employment Services management should adapt it. It sometimes may be explicit since resistance may encounter termination. It may also be implicit because resistance may in some cases influence a promotion decision. Coercion may at times lead to resistors removal through termination or transfer (Mariana, 2002). Coercion results to increase in conflicts and resentment (Art, 1997). However, when quick change implementation is required or if the change will turn out to be unpopular regardless of the way it is implemented, part of the organization’s management see that coercion is faster than and as good as most other alternatives (Mariana, 2002). Strategies on how the manager might effectively manage the change process According to Mariana (2002) a general lesson learned from successful cases of organizational change is that the process of change goes through a series of phases which if taken together, need a lengthy period. Skipping of some of the steps creates illusions of speed and results produced are not satisfactory. Making mistakes in any of the phases may have devastating impacts like momentum slow down and also negating gains (Mariana, 2002). Every stage appreciates a key principle identified by Mariana, in relation to the way people approach and respond to change, how they feel, see and then change (Wilson, 2005). The strategies that can be used by Disability Employment Services can be categories as follows: Establish a sense of urgency This inspires people to move on, establishing relevant and real objectives (Art, 1997). Some people may feel threatened by the issue of losing ground hence are sparked into action and communicate a sense of urgency to other people (Art, 1997). Kotter suggests that the level of urgency is high enough if 75% of the leadership is convinced that usual business operation is not the best plan (Art, 1997). Build the guiding team Right people with the right emotional commitment who have the right mix of skills and levels should used (Art, 1997). One or two people can initiate efforts of change (Art, 1997). Regardless of the organization’s size, the initiating group for change should approximately three to five persons to spearhead the efforts (Art, 1997). This team should have a sense of urgency as well as a sense of what is happening and any crucial need (Art, 1997). Get the vision right This constitutes putting in place a team to establish a simple strategy and vision and focus on creative and emotional aspects needed for driving service and efficiency (Art, 1997). Success in transformation can be attained if visions of the future picked are easy to appeal and communicate to stakeholders, employees and customers (Art, 1997). The vision is to guide the Disability Employment Services on the way to go (Wilson, 2005). The vision of the organization should be easily communicated to people, for example in five minutes or less. It should get a reaction that indicates both interest and understanding (Art, 1997). Communicate for buy-in Many people should be involved by the Disability Employment Services in the initiatives of change, simply communicate the essentials by appealing and responding to the needs of people (Wilson, 2005). For success in implementing the changes the Disability Employment Services leadership should do an estimate of the needed communication of the vision and multiply that effort by ten (Wilson, 2005). Every existing channel of communication and opportunity to be used (Wilson, 2005). Empower action Disability Employment Services manager should eradicate obstacles, enable constructive feedback and lots of leaders support as well as recognizing and rewarding achievements (Mariana, 2002). Members of Disability Employment Services should be allowed to implement changes in their involvement areas (Wilson, 2005). New initiatives should be well funded and any factor inhibiting change to be removed (Mariana, 2002). Create short-term wins Aims set by the manager should be in bite-size chunks which are easily attained, the number of initiatives created be manageable, and complete the current stages prior to initiating new stages (Mariana, 2002). The Disability Employment Services’ level will be kept up if it has commitments to producing short-term wins (Mariana, 2002). Don’t let up; consolidate improvements and sustain momentum for change The person with the role of managing the Disability Employment Services is supposed to encourage and foster persistence, determination, ongoing changes, progress reporting, highlighting the attained and the future milestones (John, 2005). They should be careful not to do declarations of victory prematurely since they may kill momentum allow the old management system to take control (Wilson, 2005). Successful efforts should be celebrated and this motivates the involved people since they have a feeling victory. In this regard they are motivated to deeply explore their organization, assigning key roles to people committed to new ways (Wilson, 2005). While effecting the management changes leaders should bear in mind that the process may take long (Nigel, 1995). Make change stick; institutionalize the new approaches Reinforcement of the value of successful change through promotion, recruitment and new change of leaders should be enhanced by Disability Employment Services management. Change should be weaved into culture (Steven, 2010). They are supposed to know that change is implemented if it is adapted in all operations (Nigel, 1995). In Disability Employment Services two factors are vital when institutionalizing new changes. These are conscious attempt that show the way new behaviors, attitudes and approaches help in improving the organization as well as ensuring that the future generation of leaders embrace the change effected (John, 2005). References: Art Thompson, A. J. Strickland, 1997, Crafting and implementing strategy: text & selected readings, Irwin. John P. Wilson, 2005, Human resource development: learning & training for individuals & organizations, Kogan Page Publishers. Mariana Mazzucato, Open University, 2002, Strategy for business: a reader, SAGE. Nigel Bennett, 1995, Managing professional teachers: middle management in primary and secondary schools, SAGE Steven McCabe, 2010, Corporate Strategy in Construction: Understanding Today's Theory and Practice, John Wiley and Sons. Read More