Change Management
Change
management has always been a complex process that varies depending on
individual organization’s needs. Change begins with individuals before
proceeding to the organization. However, individuals are normally driven by the
customs of the groups that they belong to while the groups are bound by the
entire organizational system to undergo change.
A leader is a dynamic individual, who should recognize the necessity for
change, and have the capacity to lead change. He/she should encourage feedbacks
to assess the response of employees. Therefore, as a leader in AGC, identifying
the basic steps to implementing change is essential for the firm’s growth.
Equally, anticipating problems and finding ways to handle such problems is
paramount in the management of human capital.
After
going through several models of change, I came up with the appropriate models
for AGC. The Kotter’s 8 Step Change Model that was designed by John Kotter, a
change management guru, who introduced the 8-step change process in the book
“Leading Change” in 1995 (Cameron & Green, 2012). These steps are:
Create
a sense of urgency. A change can only be successful if three-quarters
of the management team support it. An extensive dialogue concerning the market
and competitors is necessary in examining opportunities and threats.
Institute
a powerful guiding coalition. The leader should
gather a group of people from diverse expertises who are capable of work
together. The leader should request emotional commitment from the group to
create momentum for change.
Create
a vision. A vision is built to guide on change while
strategies are designed to assist in achieving the vision.
Communicate
the vision. Kotter highlighted the necessity “to
communicate at least 10 times the amount you expect to have to communicate”
(Cameron & Green, 2012, p. 126). A good leader should utilize all means of
communication to introduce his/her vision, and endeavor to address all concerns
from the team.
Empower
others to work on the vision. The leader should take
quick actions to remove barriers to change by rewarding agents of change and
helping those who are opposing change.
Plan
and create short-term gains. An early success in
the change process enables team members to have an idea of how the vision will
be like.
Merge
improvements to allow for more change. After every gain, the
leader should analyze what was done correctly, and what need s to be improved. Ideas
should be kept fresh by introducing new change agents in the team.
Institutionalize
new approaches. Continuous efforts have to be made to
ensure that change affects all aspects of the organization. The manager should
have strategy to replace leaders who are promoted to the next level in career
path.
A
good manager should be capable of anticipating numerous problems that occur in
the change management. One of the problems that Shawn could anticipate is that
team members may have little idea about their responsibilities in the change
management. This can occur if Shawn decides to pick individuals without
allocating them some responsibilities. Another problem is that some of the team
members may opt to pull out of the project temporarily or permanently, thus,
creating a gap in the change process. Meeting deadlines can create a huge
problem in the change management. This can happen when the process become too
long or when resources are inadequate to cover the expenses. Poor communication
among team members, or between team members and the leader, can be a hindrance
in implementing change while lack of knowledge about a potential problem can
also affect change management.
I
recommend that the above problems, together with unanticipated setbacks to be
solved through setting up an effective decision-making structure, where every
individual in the team can fit in without feeling marginalized. A team leader
should convince the top management not to change or transfer some team members
to avoid delay of the change process. The person in charge of the change management
should have the capacity to work with the project management system that offers
a forecasting tool to assist in re-allocation of resources when unexpected
changes occur. Managers should offer extra credit to solutions that can
guarantee desired results using a minimum level of change (Umble, M. &
Umble, E., 2014). Breaking a project into smaller manageable bits can help in achieving
the desired change while effective communication can help in creating trust
with team members. A collaborative task tracking software can be utilized to
spot potential problems in the change process.
Human
beings are likely to oppose change, especially when it seems like such change
does not fit their styles of operations. Optimization involves devising a
process to carry out a particular task in an organization, thus, optimization
of global human capital management should ensure that all employees are
satisfied with the process. My recommendation is that AGC should contemplate on
analyzing individual employees’ career paths to ensure that each employee is
rewarded according to his/her career direction. Recognizing each employee’s
talent can assist in allocating them in the correct tasks, where they can
advance their career paths. The firm’s objective to change management should
reflect its mission. The manager should work closely with team leaders while
addressing the ongoing, as well as strategic business issues. He should encourage feedbacks to ascertain the
employees’ satisfaction. Change management should correspond with the
organizational culture so that every employee will understand his/her role in
the changing process.
References
Cameron,
E., & Green, M. (2012). Making sense of change management: A complete
guide to the models, tools and techniques of organizational change. London:
Kogan Page.
Umble,
M., & Umble, E. (2014). Overcoming resistance to change. Industrial
Management, 56(1), 16-21.
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