Ideally this stage is about preparing all the stakeholders in a situation that there is the need for change. This includes moving to a point of consideration that change is in fact essential, and getting prepared to take the step away from the current comfort zone. It is very important to have a two-way communication between all employees at this stage and if people are able to appreciate and backing it, success will follow. Communication and time are part and parcel for the change to occur. The employees in the organisation need to understand the changes and feel associated during the changeover period.
More so, it helps get buy-in by the staff for the need to change. Every employee needs to know what’s wrong with the current processes for them to embrace change. The second stage is to make the changes and deploy as you guide the teams through the adoption of the changes (Levasseur, 2001). At this stage communication, support, and education are vital. It is essential to carry out the training on the new ways of doing things for the employees to adequately understand.
Leaders should have the ability to learn through the experience so they are able to take the right decision at the right time. A leader needs to develop the integrity so he can motivate the people to get the objective of the organization. 4.2 Report on the usefulness of methods used to plan the development of leadership skills? It is important for leaders to develop more skill to cope with future challenges, globalization and demands. As discussed earlier about current and future leadership requirements and leadership plan, it is very important that the method used for the improvement of leadership skill should be more effective and useful so that the objective can be achieved.
The text also states that, " by articulating and reinforcing the connections between the new behaviors and organizational success, change leaders and managers embed the changes in the new culture" (Weiss, 2012). This step may not be the easiest, however, it is necessary. With this change, plenty of individuals that work within a storage department may already need to cross-train to another career field. Because of the lack of work they will be getting they will now be overmanned, which will only create turmoil. Also, any leader that is not embracing the new culture needs to be cut as well, since they will become like virus to the culture.
It helps to reorganization the whole structure of the organization and the management. It also influences the individuals to discuss the innovative and the creative ideas with the management to adopt the change effectively. Through the complexity theory the business, organization sets the best pattern. In this stage the business organization, adopt various models for implementing the strategic changes in the organization. Through complexity theory, the business organization can grab various opportunities and solve every kind of problem that the business organizations face.
One of the foundation models for comprehension oragnizational change was created by Kurt Lewin in 1950s, and still remains constant today. His model known as Unfreeze – Change – Refreeze, alludes to the three-stage procedure of progress he portrays. Lewin, a physicist and also social researcher, clarified hierarchical change utilizing the relationship of changing the state of a piece of
For example ask for the reasonable reason, if they still coming late then may give them a verbal warning for the first time, if still late then may give a formal warning letter to warn them, but if they had change their behavior, then you should praise them for the changes so they will feel being appreciated for such changes, therefore they will keep practicing. Besides that, the manager or leader is an important role in an organization, because if the manager or employer has a good leadership they will able to lead the entire employee to achieve the goal. A good leader will motivate their members when they having difficulty, encourage them to think creatively in order to come out with some new idea, make a decision
Introduction Change management is the process through which organizations continually renew their structures, directions, and capabilities to serve the dynamic needs of their stakeholders (Mullins, 2010; Benn et al., 2014). Change is a continuous process in the life of an organization, and it occurs at strategic and operational level (van Bortel et al., 2010; Linnenluecke & Griffiths, 2010). Therefore, it is vital to recognize the importance of change to any organization by defining its future and approaches for managing change to attain the set future goals. Currently, organizations and teams are exposed to rapid changes as a direct result of globalization and the growing importance of sporting in the social development and sustainability
Before addressing the change, managers must fully understand and analyse the situation first before jumping into conclusions. Moreover, managers must involve their subordinates in the process of change. The involvement of the employees is essential through open communication and discussions to ensure that they are conscious of the situation to achieve a mutual understanding. The next step is where the managers must proactively develop a plan to specify what is the targeted outcome of the intended change and to tackle the problems with correct measures. The planning is being implemented after everyone is aware of the change of plan and their role in making the change.
In the past, researchers have proven that organisations that implement transformational leadership when dealing with change in the organisational context are more successful in managing employees’ outcomes (Chou, 2014). The role of a leader as not only a symbolic figure but also as a form of guidance helps create a smooth transition in times of turmoil. Many change efforts are unsuccessful because change leaders often overlook the central role individuals play in the change process (Kavanagh & Ashkanasy, 2006; Porras & Robertson, 1992). In workplace environments where employees are comfortable with the tasks delegated and other work processes, change becomes something difficult to be introduced, implemented and accepted (Reichers, Wanous, & Austin, 1997). This is because an introduction of organisational change leads to interruption of normal routines in an organisation.