Blue Cross And Blue Shield Of Kansas City By Kevin Sparks
In the case of Blue Cross and Blue Shield of Kansas City, Kevin Sparks was faced with the serious dilemma of how to get employee to accept the changes that were occurring within the organization. Organizational change can be difficult for not only those that hold upper management positions in organizations but with lower level employees as well. People are often resistance to change of any kind and this can be especially true when it comes to their place of employment. One of the first reactions people have is to completely avoid change (O’Brien & Marakas, 2011). Whenever there is talk of change occurring within an organization this can cause employees to have conversation amongst themselves that often lead to fear of the unknown. Employees …show more content…
Releasing too much information about change can cause some employees to feel that changes are not needed or that their jobs may soon be on the chopping block if the proposed changes take place. In these instance organization have released change proposals that do not fully detail the changes that are projected to occur within the organization. This is done in an effort to curb the fears and resistance to change that is slated to happen. Consequently this can also cause more problems for organizations and lead to apprehension among employees. Resistance to change is human nature and therefore unavoidable. There are measures that can be taken to try and minimize the concerns surrounding the level of information released about upcoming changes. Organizations should access the atmosphere and general readiness for change within their company. A thorough assessment should take place to discover what is necessary for the organization to move forward with greater productivity. Once this is established factual information regarding change can be released to employees keeping them abreast of changes. In order to maintain the integrity of the organization and keep the proposed changes clear with employees, a change team should be
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1479 Words | 6 PagesImplementing a change can create anxiety or fear of failure in nurses, which may lead to a resistance to change practice. “Changes to a system may be anticipated and planned, or they may be sudden and unexpected” (Yoder-Wise, 2015). The reimbursement
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1038 Words | 5 PagesEmployees are more familiar with their company culture’s quirks and nuances and may have valuable input on strategy and the design and implementation of new changes. John W. Rowe, Aetna’s fourth CEO in five years, made an exemplary case for this. Instead of launching into changes, Rowe took time to interact with the employees, understand their perspectives and include them in change planning. This let him identify Aetna’s biggest problem and unearth the company’s significant cultural strengths and traits. Realising that Aetna employees would resist an overhaul of organisational culture, Rowe altered his change approach revitalize Aetna’s culture, implementing few interventions, but ones that would result in small but significant behavioural changes.
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183 Words | 1 PagesOrganizational change continues to occur at a high rate in modern organizations, many people fear change because of the unknown. However, in the case study of HCL the change that happened for this company brought about huge improvement for the company and its customers and employees. Many companies practice that the customers are always right and their needs should always come first. They feel as if one is getting a check and that’s good enough however, early on in the reading owners of the Whole Food market felt that keeping the employees happy was one of the keys to success for them. The happier their employees were the better their customer service was.
Lars Group Essay
410 Words | 2 PagesHowever, like all feedback, it is possible for resistance, if managed well, to have a functional value to the change management planning and implementation process (Ford & Ford, 2010). Managerial resistance may benefit the Lars Group by increasing change dialogue, providing useful information, and showing employee engagement. Resistance can serve a useful function by increasing dialogue about change (Czarniawska, 1997; Fairclough, 1992). New conversations have difficulty competing with already existing conversations due to their unfamiliarity (Barrett et al, 1995) A challenge for the Lar Group is getting new conversations about the change action heard—and ultimately spoken—in enough places.
Lou Gerstner's Transformational Leadership Style
921 Words | 4 PagesHence, leaders need to be prepared and manage readiness to the alteration by making an environment of honesty and transparency for their team as a successful implementation of the change is unlikely. Employees must be part of the change hence, they must to be told about the requirement of the change and be given a reward to motivate to embrace the change. If change be accepted by all recipients it can be implemented quickly and effectively. The leaders’ attitudes and behaviors have both positive and negative alterations on the change success. Therefore, leaders of organizations need to try and develop a more framing and shaping behavior, adding skills on themselves to change and motivate the subordinates towards the embracing the change.
Planet Air Travel Case Study
2049 Words | 9 PagesHence, the quality of communication is a critical aspect of successful change (Hayes, 2007). One form of effective communication strategy that PAT should adopt is “Underscore and Explore” which involves two-ways communication. This strategy allows managers to focus on the core issues related to the change. Employees are also given the opportunity to raise their concerns and feedbacks (Campitt, Dekoch and Cashman, 2000). Feedbacks in the form of surveys can be collected from the employees to improve in the change processes (Ford and Ford, 2010; Young and Post,
Change Management Reflection
878 Words | 4 PagesMy experience in Change Management is very limited. The theoretical knowledge I have acquired during the first four weeks of this module has made me realize that transforming organizations is a difficult and complex task. I have read case studies mentioning the unique contribution of change leaders whose role is to talk to people’s hearts and minds. I have also understood how important is to reconcile conflicting interests and emergent tensions between top-down transformation initiatives and functional operations. Despite the widespread belief that managing change is tough, there is little agreement regarding the factors which influence change the most.
Emergent Strategy Case Study
1931 Words | 8 PagesAs mentioned earlier, communication and information provision help reduce employee’s resistance to change and hence create an organizational culture that values change. According to Gill (2002), communication is the ‘blood’ of organizations and ‘oxygen’ of change implementation. Poor communication between leaders and the individual staff, on the other hand, could impede change programs (Huczynski and Buchanan, 2001, cited in Burnes, 2003). Frahm and Brown (2005) identify three communication channels, namely strategic information provision by top management, operational information provision by direct supervisors and conversations between peers (cited in Peus et al., 2009). During strategic information provision, top executives explain why changes are necessary and define their expectations from these changes projects, whereas during operational information provision, direct supervisors clarify roles and responsibilities during change processes and new requirements, if any, after the change and answer questions.
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