Managing People at Work - Assignment Example

Managing People at Work Name Course number University Date l. What do you think caused Deborah to react in such a manner towards Melinda? Do you think these reactions were justified? Deborah reacted towards Melinda in such a manner because; she felt the changes being in acted in the organisation threatened her self-interest. Deborah was used to giving herself an extra hour during lunch time, arriving late for work and leaving half an hour earlier than stipulated time. She felt that, Melinda who was now the new executive manager is going to implement stricter policies at work, which are going to prevent her from getting her own way that she had been used to for such a long time. Deborah reacted to Melinda in such a manner because; she had not been used to having the will of other people imposed on her. Having worked at HIA as an office manager for such a long time, Deborah was in charge of management of HIA Brisbane branch. But the promotion of Melinda to executive manager meant that she will always consult her before implementing anything. Also it meant that she will always be receiving orders from Melinda this therefore; made her to react in such a manner. The failure of the executive director to involve Deborah who was the office manager for such a long time, made her respond in such a manner towards Melinda because; maybe she did not understand the reason for implementing the changes. And probably she also felt that the current way of doing things way working well for her hence, the change meant that she had to change the she did her work. Deborah reacted this way towards Melinda because; she knew very well that, Melinda will in act changes in the organisation which are going to alter her way of life the one she had been used to. Therefore she had to react this way because she felt that the past life way more secure and predictable as she could do everything she wanted before the new changes. Melinda promotion to an executive manager position meant that she was in charge of the Brisbane branch and Deborah and other employee were answerable to her. This made Deborah to feel that she has lost control of her position hence the need to react in such a manner. Deborah’s reactions are justified given the natural human objection of having the will of others imposed on them, lack of communication and the loss of control in workplace. 2. What could Melinda have done to better resolve this issue with Deborah? Melinda could have talked to the executive director, about the need to communicate to other employees the reason that made him to in act the changes in the organisation. Because; if the management plans and effectively communicates with the employees in time and explain to them the reasons for implementing the changes, they are much more likely to agree and support the changes without resisting. Melinda needed to understand that, different people respond differently towards change. Some people have trouble accepting and adjusting to change and uncertainty while others appreciate the changes and view them as great prospects. Also some individuals, initiate change while others prefer the status quo. Therefore, Melinda should have given Deborah enough time to cope and adapt to the changes. She also needed to understand that, Deborah is in the category that prefers the status quo and oppose change. Different people respond differently towards change, given their amount of experience and practice in change management and stress management. A certain thing might be devastating to one individual while at the same time the same thing it excites another. Therefore, Melinda should have understood that, Deborah was not used to changes in the workplace having worked as an office manager for fifteen years. This means that, she did not have experience in change management. In time of change some people need to talk and talk and talk about the changes but are really supportive of the changes while others suffer silently. There others who find relief in complaining about the changes. Others look for ways of sabotaging changes and undermine efforts to move forward. Therefore, Melinda could have understood that Deborah is one of those who complain about the changes and start looking for ways to sabotage the changes. This explains why she started bad mouthing Melinda to other staffs, saying that she did not deserve to be promoted after only two years at the job. Melinda needed to understand that, when change occurs, people experience different amounts of impact from the current changes and situations that produce pressure in their lives. They will also experience different amounts and types of support from their friends, spouse, supervisor and co-workers. This therefore, explains as to why Deborah reacted this way towards the change. 3. Is organisational change more stressful for team members or team leaders? Identify the possible stressors for organisational members experiencing change in the workplace as depicted in the case study. The organisational changes are more stressful to team members. This is because when change has been in acted in organisation the members feels the need to cling onto the earlier life because it makes them feel secure and the earlier time is more predictable as compared to the current time. Many people have deep affections to their work groups, personal responsibilities, organisational structures and ways of accomplishing work. A transition period occurs, whenever any of these are altered, whether by individual choice or through an organisational process, from which they may feel quite removed and uninvolved. Team members therefore, experience a period of letting go of the old ways as they begin moving toward and integrating the new change during this transition. The possible stressors for organisational members include the following: Feeling out of control is one the stressors for the organisational members. Familiar routines at place of work help members develop a sense of control over their work environment. If the members are asked to change the way they operate, it is going to make the members feel powerless and confused. Team members are more likely to implement changes when they feel they have some form of control. Members participation in the changes will help give them a sense of control during periods of change. Uncertainty in the work place is also another stressor for the organisational members. Members’ responses to organisational change can create a sense of uncertainty in the organisation. Through periods of change, some members may feel the need to hold on to the past life because; it was more secure and predictable. If what the members did in the past worked well for them, they may resist changing their conduct out of fear that they will not accomplish as much in the future. The less the members know about the change and its impact on them, the more the feeling of uncertainty is going to be aroused among them. Another stressor for the organisational members is change, especially changes that members did not initiate or institute. Changes that are implemented with little or no communications are mostly received poorly, since members may feel that the changes are being forced on them. Whenever it comes to change there is always no such things as too much communication. 4. How might the situation be influenced by organisational or national-level culture? The situation can be influenced by organisational culture such as the poor timing of implementing change. Whenever change is introduced in an organisation, when there are no major initiatives going on, it is likely to arouse such situations. For any substantial organisational change effort to be operative, the management should design a substantial change management strategy with the assistance of some of the organisations supervisor, managers and workers. Lack of reward: if the organisation implements changes that the members do not see anything in it for them in terms of rewards, they are going to resist the change. If the members fail to get motivation they are more likely oppose change. The management therefore have to alter the organisation reward system in order for the members to support change. Every organisation has its own office politics. Some members of the organisation may resist change as a way to prove or show that the change being implemented is wrong. These members are devoted to seeing the change that the organisation is implementing fail. Lack of trust and support in organisation may lead to rise of the situation. In a climate of mistrust successful organisational change cannot take place. If members see an organisation as being untrustworthy the members will not support the change. Reference Andre, R. (2008). Organizational behaviour – An introduction to your life in organizations. Upper Saddle River, NJ: Pearson Prentice Hall. Champoux, J.E. (2011). Organizational behaviour: Integrating individuals, groups, and organizations. New York: Routledge. Fincham, R., & Rhodes, P. (2005). Principles of organizational behaviour. Oxford: Oxford University Press. O’Toole, J (1996). Leading change. Ballentine books: California Read More