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Management's Role In The Change Process

Abstract
During times of complex organizational changes, management has unrealistic expectations of the project and those impacted by the change. Employees resist change especially if they do not know why things are changing. Without knowing the “what” and “why,” people are reluctant to move from their comfort zone. Leaders must communicate with employees about the changes to come; the challenges the organization will go through during the process, why it is important to make this change now, and the benefits that will result. Consequently, management must be change agents. To make change successful, it is critical to have leaders who are actively involved in communication, endorsement, participation, and giving and receiving feedback. Leaders can use many methods for communication. The consistency of the message is important. Leaders must repeatedly show that they endorse the change. Additionally, they must actively participate, and build relationships with employees. Leaders can include all levels in the organization. The feedback loop is an important element. When a person is allowed to voice his concerns and that concern is satisfactorily listened to and addressed, the person feels they have had input to the situation. They have more control. And therefore, their comfort level is increased which will assist in the adoption of the change.


Management’s Role in Assisting Stakeholders through Organizational Change
During times of complex organizational changes, management has unrealistic expectations of the project and those impacted by the change. They want business as usual. But when an organization is going through dramatic change such as implementing an enterprise software system to be used by all employees, merging together with another corporation, or altering the focus of the company, the environment is anything but business as usual. The management team may understand where they want their organization to be after the process, but they may not know...