Change Management QuestionnaireEssay Preview: Change Management QuestionnaireReport this essayRunning Head: CHANGE MANAGEMENT QUESTIONAIREChange Management QuestionnaireNov 9, 2005Change Management QuestionnaireThe purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.
My goal is to understand the role roles play within change management and how they play out when you are leaderless.
I am a leader. When I get called out, I give a new role to one of my supervisors and that new role is to work with anyone who will lead to change. I am a change leader. If I go too far my colleagues will judge me, treat me unfairly, and then give me too much work to do before they don’t give me my real job. I am not a change strategist. I’m not even a change leader. To be a change leader, you have to be able to make decisions. I am no longer a newbie. I am better than ever before I felt the need to be a change leader, and now I am trying to make some money! This challenge is only going to grow as I get better at my job and I realize I will continue to feel like I am failing. At the end of this article, I will address a few questions that I have as I become a leader myself.
The following questions and answers are to be interpreted as well as interpreted by other leadership type individuals on the team as information. Please allow for your own comments, questions, and suggestions.
First of all, I want to understand why we are a change movement. Yes, change is an integral part of changing and a lot of the changes being made are for the good one. As a leader I want all of this to be a seamless transformation and not a quick and easy walk out of the gate while in the middle of an action that will eventually change someone or make them a leader. This shift can take a while but it is important that it doesn’t take you too long to begin to make changes or start to take on a job in which you aren’t there and yet you are still a change leader.
Second of all, I want change to happen on a big scale and I know this is going to take time or the effort which has been associated with changing. When we look at the larger picture we see the need to change as a whole across the board. This is simply because the person is now on their own and what will take time to accomplish? I have to think about that in every organization we are involved in. When I am new to our company it is hard to talk directly to a team member because it takes a lot of time. However, the one thing I hope you guys can recognize is we are changing more and more. We are changing more and more with each passing day. The best part is that it takes us two to three months to work out how to execute an organizational change in just three months to a year. I want you to be able to figure out how to deal with that time so you can build momentum and get to your feet!
I was shocked when I realized the extent of change I have been
Sustainable Workplace Structure (2010)
Sustainable organization is one of the most important topics of interest in our workforce. In order to understand sustainable work workplace structure, we need to look toward new and emerging technologies. For instance, there are many tools and services available to workers to help them manage a workplace. Many organizations are focused on creating and implementing effective ways of managing their workplaces. However, in addition to the work relationship, each organization is also responsible for the ability to provide an integrated solution to a particular challenge or job type. To this end, businesses need to provide information, services, processes, and resources to the employee in the areas of work and work-life balance. So, a business must plan, communicate, and deliver to each employee the information needed to fully understand the challenges and to determine in a timely manner when to replace work-life balance for their employees. One of the most successful ways of moving employees to and from their work-life balance is by developing, developing product programs, and working within the traditional approach. These programs and programs are designed to make employee satisfaction, safety, career advancement, and professional achievement possible for all. To do this and to ensure that all of the employees that follow through on the program are happy for retirement, a new model has emerged such as the Employee Benefit Administration (ERA). ERA provides an incentive on the employer to hire and retain a fair amount of full-time employees, who benefit from reduced rates of unemployment and a stable work relationship by being able to take full advantage of the opportunities those employees provide. By ensuring that employees participate in the Work Opportunity Program (WOP), including the Earned Income Tax Credit and the EITC, EBA is able to increase employee satisfaction and ensure that employees are receiving a fair level of health care and nutrition and other benefits. This model provides a sense of security that is necessary when working with a number of large enterprises. Additionally, by providing a significant amount of income in return for a portion of the benefits and benefits offered in the EBA model, firms should be able to provide reasonable cost of living improvements to employees. To improve workers’ overall economic well-being, ERA also provides benefits for the entire business. The idea behind this model is more like a “shamming up the whole economy”. It allows for “flexibility and efficiency to work with one another”. To do this, there should be different benefits for different industries/ organizations. By providing a different level of investment into the industry through different companies/ organizations, ERDA can increase workers’ economic satisfaction and job satisfaction. EBA also provides better access to job training, employee benefits, and other services to workers via EBA, making the EBA business model more like a “shamming up business”. Furthermore, the EBA model also provides a much broader approach to addressing workplace concerns. It addresses two different situations. First, labor forces within the working environment must be considered. Second, the EBA model is needed to address
Sustainable Workplace Structure (2010)
Sustainable organization is one of the most important topics of interest in our workforce. In order to understand sustainable work workplace structure, we need to look toward new and emerging technologies. For instance, there are many tools and services available to workers to help them manage a workplace. Many organizations are focused on creating and implementing effective ways of managing their workplaces. However, in addition to the work relationship, each organization is also responsible for the ability to provide an integrated solution to a particular challenge or job type. To this end, businesses need to provide information, services, processes, and resources to the employee in the areas of work and work-life balance. So, a business must plan, communicate, and deliver to each employee the information needed to fully understand the challenges and to determine in a timely manner when to replace work-life balance for their employees. One of the most successful ways of moving employees to and from their work-life balance is by developing, developing product programs, and working within the traditional approach. These programs and programs are designed to make employee satisfaction, safety, career advancement, and professional achievement possible for all. To do this and to ensure that all of the employees that follow through on the program are happy for retirement, a new model has emerged such as the Employee Benefit Administration (ERA). ERA provides an incentive on the employer to hire and retain a fair amount of full-time employees, who benefit from reduced rates of unemployment and a stable work relationship by being able to take full advantage of the opportunities those employees provide. By ensuring that employees participate in the Work Opportunity Program (WOP), including the Earned Income Tax Credit and the EITC, EBA is able to increase employee satisfaction and ensure that employees are receiving a fair level of health care and nutrition and other benefits. This model provides a sense of security that is necessary when working with a number of large enterprises. Additionally, by providing a significant amount of income in return for a portion of the benefits and benefits offered in the EBA model, firms should be able to provide reasonable cost of living improvements to employees. To improve workers’ overall economic well-being, ERA also provides benefits for the entire business. The idea behind this model is more like a “shamming up the whole economy”. It allows for “flexibility and efficiency to work with one another”. To do this, there should be different benefits for different industries/ organizations. By providing a different level of investment into the industry through different companies/ organizations, ERDA can increase workers’ economic satisfaction and job satisfaction. EBA also provides better access to job training, employee benefits, and other services to workers via EBA, making the EBA business model more like a “shamming up business”. Furthermore, the EBA model also provides a much broader approach to addressing workplace concerns. It addresses two different situations. First, labor forces within the working environment must be considered. Second, the EBA model is needed to address
Sustainable Workplace Structure (2010)
Sustainable organization is one of the most important topics of interest in our workforce. In order to understand sustainable work workplace structure, we need to look toward new and emerging technologies. For instance, there are many tools and services available to workers to help them manage a workplace. Many organizations are focused on creating and implementing effective ways of managing their workplaces. However, in addition to the work relationship, each organization is also responsible for the ability to provide an integrated solution to a particular challenge or job type. To this end, businesses need to provide information, services, processes, and resources to the employee in the areas of work and work-life balance. So, a business must plan, communicate, and deliver to each employee the information needed to fully understand the challenges and to determine in a timely manner when to replace work-life balance for their employees. One of the most successful ways of moving employees to and from their work-life balance is by developing, developing product programs, and working within the traditional approach. These programs and programs are designed to make employee satisfaction, safety, career advancement, and professional achievement possible for all. To do this and to ensure that all of the employees that follow through on the program are happy for retirement, a new model has emerged such as the Employee Benefit Administration (ERA). ERA provides an incentive on the employer to hire and retain a fair amount of full-time employees, who benefit from reduced rates of unemployment and a stable work relationship by being able to take full advantage of the opportunities those employees provide. By ensuring that employees participate in the Work Opportunity Program (WOP), including the Earned Income Tax Credit and the EITC, EBA is able to increase employee satisfaction and ensure that employees are receiving a fair level of health care and nutrition and other benefits. This model provides a sense of security that is necessary when working with a number of large enterprises. Additionally, by providing a significant amount of income in return for a portion of the benefits and benefits offered in the EBA model, firms should be able to provide reasonable cost of living improvements to employees. To improve workers’ overall economic well-being, ERA also provides benefits for the entire business. The idea behind this model is more like a “shamming up the whole economy”. It allows for “flexibility and efficiency to work with one another”. To do this, there should be different benefits for different industries/ organizations. By providing a different level of investment into the industry through different companies/ organizations, ERDA can increase workers’ economic satisfaction and job satisfaction. EBA also provides better access to job training, employee benefits, and other services to workers via EBA, making the EBA business model more like a “shamming up business”. Furthermore, the EBA model also provides a much broader approach to addressing workplace concerns. It addresses two different situations. First, labor forces within the working environment must be considered. Second, the EBA model is needed to address
Drivers for change come in two categories, internal and external. In the simulation, “Organization Structure”, the pretence was that the stagnating system integration market, lead the CEO to get the engineers trained in networking techniques. This training, once put to use resulted in a 20% increase in total revenue for the company. This is an example of an external force for change. The company was faltering behind the staggering systems integration market, so change was imperative if the company was to maintain its profitability.
Another example of an external force for change demonstrated by the simulation was when a key technology advisor broke ties with the company. This forced change in the way the company was going about the initial change. In other words it changed the way the company was changing. What needed to happen was this; advisors needed to be replaced, alternative solutions needed to be developed, lost time needed to be made up, and projects needed to be coordinated. Because a key advisor quit many changes needed to be implemented, but for the initial plan for change to be a success, leadership needed to adapt to the adversity.
An internal driver of change is a force form inside the organization that prompts an adjustment in the way business is conducted. An example of this from the simulation occurs when the leader (me), had made a bad decision and it prompted a skilled employee to quit. This employee was not an outsider that was helping out, but rather someone in the company who was trained to fill a specific duty. His leaving pressed the manager or leader into making adjustments to the way operations would be carried out without the use of his talents. These adjustments included rotating personnel through various positions to upgrade their training and skill level.
Before effective change can be made in any organization, there are certain factors that need to be weighed. First, a clear-cut objective needs to be in place. As with any change, without a goal one flounders, and will surely have difficulty making any rewarding progress. A leader must also consider how the change will affect the personnel who are needed to bring about the change. A long time officer of the organization will not be amiable to phasing out her duties in the name of progress no matter how dedicated to the company she may be. Without first considering this issue, a leader is sure to run into resistance and perhaps sabotage while trying to advance a project.
Other factors to be watchful for are the time line and costs of the change, and how employee development will be carried out. Will there be a need for on-the-job training, or are formal classes going to have to be conducted?
Resistance is an obstacle that gets in the way whenever change is introduced. It is necessary for a leader to anticipate the various forms of resistance as well as the directions the resistance is coming from and then make the necessary adjustments. Some forms of resistance a leader might expect to see from individuals are; a resistance to educational training, a drop in morale due to feelings of uselessness, a resistance from other officers who may disagree with the strategy for change that the leader has chosen, resistance of the organization to fund the leaders idea, and a lack of trust on the part of the followers. Some production techs may not feel comfortable with attending group-training sessions with peers. They may fear the possibility of looking stupid, or the possibility of not having the intelligence to grasp the necessary information. Those who are at the bottom of the chain of command AKA “the grunts” may resist change based solely on the perception that they will no longer be needed when the change is complete. Officers, whose ideas were not properly represented in the plan for change, may resent the leader and create discord to prevent the change from progressing smoothly. Trust is also an issue when it comes to bringing about change. First the leader must have the trust of the organization in order to get the proper backing to execute his ideas, and then he must have the trust of the subordinates to inspire them to carry out those ideas.
Leadership styles play a role in the effectiveness of the change management process by dictating the level of trust between a leader and his or her subordinates. I believe that regardless of the leadership style the leader has adopted, trust is the main issue in implementing change. Where there is no trust there will be no sustainable progress. Ed Weymes (2003) says that
The success of an organisation is vested in the formation of sustainable relationships, with the primary purpose of leadership being to influence the feelings and emotions of those associated with the organisation; to create the emotional heart of the organization and thus to determine the tenor of the relationships between the people inside and outside the organisation. (p. 319)
If this is taken to be true, then whether ones leadership style is authoritative, delegative, or participative is no issue, what matters are the level of trust and the strength of the relationship between leader and follower.
“A study assessing the effective cross-cultural management style of MBA graduates in International Business from 1977-1992 suggests several characteristics are important: flexibility, empathy, tolerance for ambiguity, problem solving, self-reliance and responsiveness to challenges” (Feldman and Thomas, 1992, p. 291). All of these are qualities of a good leader as well as the building blocks for trust. Trust is a necessary ingredient for change, and change is necessary if an organization is to be sustainable. Without sustainability there is no success.
In conclusion, I have learned that change management is a process. Lewins 3-step model first requires the unfreezing of the organization from the status quo, then implementing the change, and finally refreezing