Understanding Change in the Workplace - Coursework Example

ILM Level-2 (Understanding Change in the workplace) Introduction Change is the process that entails moving from one system to another or making something different from what it used to be like. Holmes et al. (2007) defined change in the workplace as a shift in status from an undesirable status to a more desirable status. Change is fundamental within an organization in order to guarantee an organization long-term success. Some of the organizational changes that take place in the workplace are in response to internal and external pressures from the environment. Such kind of change can be termed as reactive change while change can be planned change referred to as proactive change (Reissner 2010, 293). As a manager, I work in the government utility that provides electricity to the consumers. My role in the utility company is dealing with contractors and consultants who interact with the customers in order to get the necessary approvals from the utility and connect electricity to their homes and projects. Since joining the organization, there have been problems with the reporting system by the contractors and consultants leading to delays in electricity delivery to the customers. The utility also lacks a customer feedback portfolio system where they can interact and get feedback for their services from the customers. Therefore, as the manager my aim is implementing change in the utility reporting system by incorporating new technology as well as creating a customer feedback portfolio system to get the consumers feedback. Customer feedback will be essential to determine areas of improvement in an effort to meeting the consumer’s satisfaction. Internal and external; reasons for change at the workplace Triggers for change can either be from external or internal factors. External factors arise from the outside environment while internal triggers arise from within the organization itself. According to Fenwick (2001), external triggers are not open to planned change will internal triggers are opened to planned change. External reasons for utility change are as a result of development of new technology; thus, the utility needs to change to accommodate new technology. As well, the change is in demand for the organization services. It is crucial to the utility to incorporate new technology to enhance the reporting system to improve electricity delivery to its customers. Internal triggers towards the utility change are for the need of the organization to improve production efficiency, a need to improve the systems standards as well as the need to improve on the quality of service delivery. Incorporation of a customer feedback system will be essential in determining areas of improvement to enhance the overall utility efficiency (Wang et al. 2010, 170). Possible attitudes and response to the change process Response to change in the workplace varies from readily acceptable change to full brown resistance to the change process. Some of the employees will have a positive attitude towards the change process since the efficiency of their work will be enhanced while other who are not dedicated to provision of quality services will respond to the change process with resistance. Resistance in a change process is any activity that tries to delay the process or causes additional costs to the change program (Vallas 2003, 223). Some of the reasons why the employees will resist and delay the change process are fear of the unknown, when the employees do not know what will be expected of them after the change process, lack of information and miss-understanding, parochial self-interest and mistrust among the leaders initiating the change process. Therefore, as the manager responsible for ensuring that the process becomes a success, I have to anticipate the possible attitudes and responses in regards to the process and mitigate ways of responding to them. Barriers to change and overcoming them Change is a continuous unfolding process rather than an event, but various barriers can meet it. The process of change begins with the present state, moves through the transitional period to the desired state and once the desired state is reached, the process starts again. Organizational member’s resistance is the main barrier that impedes the change process. As highlighted earlier there are reasons why organizational members may act with resistance towards the change process. This entails fear of the unknown especially when members feel that the change activity will compromise or increase their workload. Lack of information regarding the change process can also result in resistance as well as parochial self-interests by the organizational members (Grol & Wensing 2004, 180). Measures of dealing with these barriers entail communication with the employees as well as educating them on the important of the change process. It is important to emphasize on the goals of the change process and benefits that will result from the change. The manager should be involved in clarifying any information through the provision of accurate feedback. Other measures of overcoming the barriers include facilitation of the change process through the provision of the resources required as well as maintain a climate of support and confidence. The manager should also involve the employees to open suggestions, negotiations, and discuss the consequences of resistance with the employees (Elliott et al. 2013, 4). To ensure prompt change employees can be manipulated through the provision of incentives or by coercing them and threatening them. Benefits of change at the workplace Change at the workplace is essential to enable an organization meets the changing demands of the consumers. As well, it enables an organization to accommodate new systems and technology in an effort of attaining its goals. It is also crucial to improve the quality and standards of products and services produced in an organization (Carrillo & Gaimon 2002, 417). Since joining the organization, there have been problems with the reporting system by the contractors and consultants leading to delays in electricity delivery to the customers. The utility also lacks a customer feedback portfolio system where they can interact and get feedback on their services from the customers. The change process in the utility system will be beneficial in enhancing electricity delivery to its customers. Incorporation of a customer feedback system will enable the utility to improve on production efficiency; it will also improve on the systems standards as well as the quality of service delivery. The customer feedback system will be essential in determining areas of improvement to enhance the overall utility efficiency to meet and satisfy the consumer needs. As the manager how to implement and support change As the manager of the utility, I have to implement and support the change process effectively to ensure success. This will be achieved through effective communication with the subordinates and educating them to ensure that they adopt the proposed changes in the utility organization. I will be involved in emphasizing on the benefits and goals of the change process as well as in the facilitation process (George & Jones 2001, 419). This will be achieved through the provision of the required technological systems that are required for the stipulated change process. This way, it will be very easy for the contractors and consultants to adopt the change process positively. Furthermore, I will be involved in negotiations and opening for open suggestion to seek for areas of clarification and providing appropriate feedback to the subordinates. Developing and maintaining cohesion within the team to enhance change In an effort of maintaining and developing cohesion to facilitate the change process, I will maintain a climate of support and confidence. It is essential to support the employees to enhance the transformation process. As the manager, I will determine areas where the employees will require reinforcement and provide the necessary resources for them. I will encourage communication among the employees and will be welcoming any feedback and suggestion and clarify any information regarding the change process with accurate feedback. This way, the employees will develop confidence in me and maintain cohesion facilitating the process (Carrillo & Gaimon 2002, 426). Conclusion Change is a process that entails the movement from one system to another or making something different from what it used to be like. Triggers for change can either be from external or internal factors. External factors arise from the outside environment while internal triggers arise from within the organization itself. Change is a continuous unfolding process rather than an event, but various barriers can meet it. This includes resistance to change due undue fears, mistrust, lack of communication and parochial self-interests. Measures of dealing with these barriers include effective communication with the employees, educating them about the required change process, facilitating the process, manipulating the employees and provision of support. As the manager of the utility, I have to implement and support the change process effectively to ensure success in the entire process. Developing and maintaining cohesion in the team is essential to facilitate the change process. References Carrillo, J.E. & Gaimon, C., 2002. A framework for process change. IEEE Transactions on Engineering Management, 49, pp.409–427. Elliott, C.M. et al., 2013. Institutional Barriers to Diversity Change Work in Higher Education. SAGE Open, 3, p.215 8244013489686–. Fenwick, T., 2001. Tides of change: New themes and questions in workplace learning. New Directions for Adult and Continuing Education, Winter 200, pp.3–17. George, J.M. & Jones, G.R., 2001. Towards a process model of individual change in organizations. Human Relations, 54, p.419. Grol, R. & Wensing, M., 2004. What drives change? Barriers to and incentives for achieving evidence-based practice. Medical Journal of Australia, 180. Holmes, J., Schnurr, S. & Marra, M., 2007. Leadership and communication: discursive evidence of a workplace culture change. Discourse & Communication, 1, pp.433–451. Reissner, S.C., 2010. Change, meaning and identity at the workplace. Journal of Organizational Change Management, 23, pp.287–299. Vallas, S.P., 2003. Why Teamwork Fails: Obstacles to Workplace Change in Four Manufacturing Plants. American Sociological Review, 68, p.223. Wang, M. et al., 2010. A performance-oriented approach to e-learning in the workplace. Educational Technology and Society, 13, pp.167–179. Read More