Personal Perspective of Managing Change - Essay Example

Personal perspective of managing change The management values within the organization or a given is reliant on the mode applied in completing the organization process. The power needs to emanate from a concrete source that holds the desired values in distributing responsibility within the setting. Managers are charged with the difficult task of presenting the necessary procedures in predicting the outcome of the success needed to develop their organization in a positive nature (Yousem & Beauchamp 2008, p28). Without the knowledge, experience and expertise within the institution, managers are presented with the challenge of contributing to a tasking procedure in delivering satisfaction and the needed desire to develop their facility (Green 2007, p43). The other challenge is in the environment that holds numerous alterations to provide the necessary comfort. Without an organized plan and schedule to predict these changes, the management of the organization may suffer the fate of failing to develop their mission and generate the needed development. However, with the desire to develop positive progress and create the virtues that help the subordinates create success, the management may articulate the positive measures to relay their information to complete the set goals. The social relationships within the society may also be extended to the relations within the work place to accord the tough challenge of discerning diversity. The norm presented is a constantly changing environment and the stable mission and objective of the organization. The challenge is also extended in presenting the needed steps that would oversee these missions and objectives delivered in the right proportion. Changes within the organization are diverse and affected by numerous environmental presentations. The organization holds individuals that bear distinguished beliefs and experiences. The diversity is also presented in the mode of completing tasks and the relation to external subjections. The skilled group of qualified personnel that are invited to engage in the task completion determines the composition of the organization. The changes witnessed in the organizational setting are affected by the nature of the result that is possessed in the procedure. The norms held by the individuals are considered to affect the witnessed changes in the organization. The set up within the organization are determined by the values established and the principles held in the members. When the change to be created affects the values and beliefs of the members, the results may be damaging to the organization and inhibit progress. The set principles and guidelines established are extended to be projected in future organizational setting that defines the organization. The ideology to preset the necessary implements to maintain the scope of change within the organizational setting promotes development. Once the organization identifies the possibility of experiencing changes within the organization, the reaction needs to be placed on the adequate managerial style that has the capability to maintain the performance level. The changes experienced in the organizational setting may affect the results presented in task completion. The results are varied with the consideration issued in predicting the cause of the changes. They may be from the organizational structure or the accumulated experiences from the members that constitute the organization. Management of these changes has been realized to contribute to the positive outcome needed to provide a positive direction to mission completion. The majority of the attempts to manage the witnessed changes present tasking procedures that may not be productive. The solution presented is the study of the change management procedure that issued the right directive in arranging values that hold the needed key for progress. The images of change management are the key factor applied by the manager to offer a positive platform that abets successful outcomes. The manager needs to understand the variable models that may be applied to ensure the changes within the organization are checked. Controlling involves the position of the manager to enact the changes from an authoritative position and presents changes to his subordinates (Hanson & Levin 2003, p167). The shaping aspect of change has been regarded as the provision that guides the entity to the desired position. The manager would identify the available potential and provide guidance to complete a viable change (Blissett 2010, p97). There is the change that is intended, and management is responsible for the process to deliver needed attributes. Partially intended change reviews the implemented strategies to offer the right guide to articulate the right model. However, there may be unintended changes that may be presented within the organization. The mentioned changes types have produced the realized managerial images that define the changing outcome within the organizational setting. The manager assumes responsibility in variable images to adjust to the needed changes realized in the organization. The director position implements strategies that define the changes needed. He implements the changes to be recorded and ensures the strategies are implemented through the staff employed. The manager serving as a coach creates the avenues needed by the members to realize a desirable change. The coach trains the members of the ventures to be applied to present positive outcomes (Sharma 2007, p14). The manager as a navigator is accorded to the manager, and is capable of presenting the desired measures for change. However, the power vested in management is minimal and may be affected through external entities that challenge the predicted outcome. The manager as an interpreter serves as the link between positive outcome and organizational activity. The manager explains the events needed to offer changes to the subordinates and is capable of presenting an understanding level that helps in explaining the events within the organizational structure. The caretaker holds minimal power and directs the changes within the requirement of the administration. There are factors that limit the scope of his/her activity to create desirable changes they may find best. The manager oversees the avenues needed to offer the desirable changes. Finally, the nurturer considers all aspects that may be applied to predict changes within the organization. Changes present variable outcomes to organizational activities and the nurturing manager finds the measures needed to create positive outcomes. Through these avenues, they are capable of influencing positive outcomes within the organization. A positive change manger possesses remarkable abilities that are projected towards attaining progress within the organization. The changes within the organization are varied and gradual, and managers need to present the desired qualities to realize success. The communication skills and listening skills that are needed by the manager have been the qualifications needed in each managerial ability to deliver success (Beerel 2009, p211). A successful change manager holds the capability to fight and resist external pressure that are the obstacles to positive results. They should be capable of linking experience to the right motive of generating results and convincing the administration of the implemented requirement to generate positivity. The realization is placed on the experience from initially applied strategies, and their presentation to result achievements. With poor strategies, the manager is capable of offering alternatives to the problems inhibiting positive outcomes. Change management is applied through variable qualifications and tactics (Creasey & Hiatt 2003, p3). The manager should be a participant and not only supervise the strategies needed to relay the changes. There should be a, successful coordinated, program that ensures the employees are successful in implementing the changes. Through isolating the inhibitors from the positive entities and constant check on the operational procedures, the flaws within the setting are identified. However, members who regard the old system as favourable may not easily regard changes within the organization as the best strategy to positive production. The organizational culture may be favouring the limits to sustain changes and the change manager should identify the inhibitors to the work dynamism. The success of the manager is based on the previous record in the changes made towards generating positivity in the previous setting. The best strategy to overcome the challenges presented to the change is included in eliminating the old trends set and the immune system in the organization. The changes implemented within the organization structure need to be sustained to prevent future barriers to progress. The implemented positive changes need to be embedded into the culture until the methods become unproductive (Mabey 2007, p88). The employees are the key to sustaining the changes and the manager should include a system that rewards them. A comfortable change management process includes careful vetting of the outcome and the impact presented to the organizational workers. Change within the organization may be positive to realize an increase in production and functionality of the system. List of References Beerel, A. C. (2009). Leadership and change management. Los Angeles, SAGE. Blissett, G. (2010). Facing the forces of change: decisive actions for an uncertain economy. Washington, D.C., NAW Institute for Distribution Excellence. Creasey, T. J., & Hiatt, J. M. (2003). Change management: the people side of change. Madison, Wis, Prosci Learning Center Publications. Green, M. (2007). Change management masterclass a step by step guide to successful change management. London, Kogan Page. Hanson, A., & Levin, B. L. (2003). Building a virtual library. Hershey, PA, Information Science Publishing. http://libaccess.mcmaster.ca/login?url=http://www.infosci-online.com/content/tocVolumes.asp?ID=62. Mabey, C. (2007). Managing change. London, Chapman. Print. Sharma, R. R. (2007). Change management: Concepts and applications. New Delhi, Tata McGraw-Hill. Yousem, D. M., & Beauchamp, N. J. (2008). Radiology business practice: how to succeed. Philadelphia, Saunders/Elsevier. Read More