IMPLEMENTING CHANGE 6
Role and responsibility of managers in implementing change
Change is one aspect that can bring fear and anxiety within theorganization. However, one thing that is clear is that change cannever be resisted in an organization and most of the times change hasmore benefits to the organization than shortcomings. Change canaffect the operations of the employees as well as their livelihoodand therefore it is essential to handle change in way that willresult in immense gains for the organization (Ramanathan, 2013).Managers have a great responsibility in implementing change. Firstly,managers have the responsibility of informing the employees about anychanges in the horizon. This helps in reducing the anxiety whenemployees start sensing that there might be some adjustments andrumors start spreading.
The second responsibility of a manager in implementing change withina department is to ensure that there is fairness. The changes in thedepartment must have equal effect on all the employees. Change canraise anxiety and anger when one group of employees feels thatanother group is benefiting from the alterations (Rudani, 2013). Themanager has a role o ensure that he gathers all employees in a roomand listens to their opinions regarding the changes beingimplemented. The manager in the department must put the opinions intoconsideration and ensure that there is no group of employees who feelthat it is being affected negatively by the changes beingimplemented.
Thirdly, managers have the role of supporting the team in thedepartment to ensure that they adapt to the change successfully. Itis the manager’s role to ensure that their offices are always openfor the employees who may need any assistance regarding the changebeing implemented (Rudani, 2013). It is also essential to haveadditional employees to cater for additional workload brought forthby the changes. Any materials that employees need to adapt to thechange must be provided by the manager. In other words, it is usefulto ensure that the team in the department is supported fully by themanagement in the implementation of the change in the department.
The technique of management used by the manager has a direct effecton how employees will adapt to changes in the department. It isessential for the manager to effectively manage changes. Forinstance, it is essential not to micromanage employees as this onlyresults in frustrations (Rudani, 2013). Managers and supervisors mustnot over manage or undermanage the change process in the department.It is prudent to ensure that there is a reward system in thedepartment to ensure that employees adapt to the change well andsuccessfully. These rewards will ensure that the effects of thechange in the department will be positive.
Handing staff resistant to change
Research has indicated that there are always some employees in adepartment who are resistant to change. 20-30 percent of employeeswill resist any change in the department regardless of the positiveeffects of the change. This is a category of bureaucratic employeeswho always believe that things should be done the way they havealways been done. The manager in the department has the role tohandle such employees and ensure that they adapt and accept thechanges being implemented (Paton & McCalman, 2012). The firststep is to ensure that the employees resistant to change are listenedto and their views are considered. More often than not, employeesresist change for genuine reasons and it is essential to listen totheir points. Research has indicated that such employees are morelikely to listen to other view points if they see that their viewsare also being listened to and considered.
More often than not, the employees resisting the change just need tohear a manager asking them to adapt the change. It is essential toask the employees resisting the change to stay open and give thechange a try. This is coupled with employee involvement in theimplementation of the changes (Paton & McCalman, 2012). Themanager must explain to the employees resisting the change about thebenefits or the effects of the changes. It is evident that some ofthe employees resist the changes since they do not know the effectsof the changes. Once such employees are informed about the effects ofthe changes in the department, they are likely to accept the changesand adapt well.
It is paramount to do change management the right way. This is aprocess that ensures that employees and captivated and involved inthe change process. This reduces resistance significantly. It iscritical to ensure that the employees are fully involved in thechange process from the beginning. Managers must expect resistancefrom some employees and must be prepared to handle such changes. Itis essential to have strategies in place that would ensure that theemployees resistant to change are handled effectively. It isessential for managers to have a reward system that would ensure thatemployees resistant to change are rewarded when they adapt changes(Paton & McCalman, 2012). More often than not, there are someemployees who are critically resistant and extremely vocal againstthe change implementation process. Managers should be on the watchout to ensure that such employees do not influence the otheremployees who might be comfortable with the change implementationprocess. Managers must ensure that such employees are gotten rid offrom the department and or the organization. It is essential toremember that employees are beneficiaries of the organizations theywork for and as a result they must abide by the changes implementedby the management.
Knowledge management can be essential in bringing about cultural anddepartmental changes. Knowledge management is an aspect where anorganization makes use of its information sources effectively. Itenables managers to allocate the relevant content and expertise tothe business tasks (LeBlond et al., 2014). This ensures that thechange implementation process is easy and affective since the rightemployees are placed at the right jobs hence no resistance to change.Organizational learning is another process that ensures thatknowledge is transferred and retained in an organization. Thisensures that new and existing employees have the knowledge regardingthe organization. This is extremely essential in ensuring thatcultural and departmental changes are handled effectively. Employeeshave the knowledge regarding the changes in the organization whichhas been transferred to them and therefore cannot resist the change.Transformational leadership is essential in ensuring that therechange and it is implemented effectively (Ramanathan, 2013). This isa form of leadership where the management identifies the need for thechange in the department and ensures that there are measures in placeto ensure that the changes are implemented successfully.
Ramanathan, T. R. (2013). The role of organizationalchange management in offshore outsourcing ofinformation technology services: Qualitative case studies from a multinational pharmaceutical company. Boca Raton,Fla.
LeBlond, A., Zussman, D., & Institute of Public Administration ofCanada. (2014). The role of the manager in themanagement of change: An exercise in downsizing: player`s manual. Toronto: Institute of Public Administration of Canada.
Paton, R. A., & McCalman, J. (2012). Change Management: AGuide to Effective Implementation. London: SagePublications.
Rudani, R. B. (2013). Principles of management. NewDelhi: McGraw Hill Education.