Change Management At The Workplace

“The images, metaphors, or frames that we hold, both of managing and of change, influence our ideas of what we think managing change is all about” (Palmer, Dunford, & Akin, 2009). As people we all see through our own eyes, we call see a different perspective and have a different reaction to what is coming next. As human beings we react differently to situations. Situations of change are transitions that some are able to adapt to quickly while others have a hard time. Being the leader of that change can be difficult and helping make a change does not come easily or effectively. Keep and Newcomer (2008)

In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees

EBA,. (2016). Change Management Process. Educational Business Articles Blog: Stay in touch!. Retrieved 21 August 2016, from http://www.educational-business-articles.com/change-management-process/

The need to quickly implement far-reaching and often complex strategic change has led many managers and change agents to search for simple solutions and the one right way.... The appealing aspect of the promise held out for these types of change technologies is that they can absolve the manager from the onerous task of critically reviewing the full range of other competing approaches or devising a custom-made change program. They cut through complexity. However the offer is often illusory, for particular change approaches usually apply to particular situations, and simple solutions sometimes ignore the complexities of real life.

In order to examine this issue further, this research will look at a number of different sources. Contemporary managerial sources are explored in order to understand how other voices in the field are describing similar methods for change. First, popular structures for change management are examined, especially within their correlation to Palmer & Dunford (2009). This is followed with an extensive

“Organizational leaders, managers, and employees who do not – or cannot – use change to their strategic and operational advantage my see change as threatening and may resist efforts to alter a problematic situation” (Weiss, 2016, section 1.1). The eight steps are to establish a sense of urgency, form a powerful guiding coalition, develop a vision and strategy, communicate the change vision, empower others to act on the vision, generate short-term wins, consolidate gains and produce more change, and anchor new approaches in the culture. These eight steps are vital in implementing change into an

Leading and managing change require a solid theoretical foundation. This assignment will research the theoretical elements of change and change management. Addressed will be the following: Organic Evolution of Change, Formulating Strategic Development Approaches, Leadership and Management Skills and Gathering and Analyze Data. As societies continue to evolve and changing demand creates the need for new products and services, businesses often are forced to make changes to stay competitive. The businesses that continue to survive and even thrive are usually the ones that most readily adapt to change. A variety of factors can cause a business to reevaluate its methods of operation. According to literature from the past two

seem to flourish, whilst those that don 't may battle to survive. A key piece of this relies on upon how far individuals inside the association comprehend and manage the change

XYZ, Inc. is a high-end retail chain that sells luxury watches, jewelry, and hand bags. The company plans to open its first international store in Shanghai, China, which will act as a stepping stone for its further planned expansion in Brazil, Russia, India & China (BRIC Countries). This project would lead to a short-term change in the organization.

The desperate call-to-arms, "Change or Die"— which can be heard echoing down the corridors of businesses everywhere — is evidence that leaders have recognised the need to change. Managers know that companies must be fast, flexible, responsive, resilient, and creative to survive. Most also know that current mind-sets, techniques, and tools are ineffective for creating such an organisation. These people are displaying the talents required to successfully negotiate change. They are aware of the limitations around or within themselves and are willing to learn the necessary skills required to succeed as change managers.

Change in the words of Wong (2007, p.195) "may consist of policy changes, new requirements, reorganizations, new management, budget cuts, or a change in business plans." As the author further points out, these changes could either be systematic or sudden. Changes are largely inevitable. In projects, changes according to Meredith and Mantel (2009, P.167) could be caused by three things; errors in initial assessments, receipt of new info regarding the ongoing project, and project environment changes. In some instances, a manager could encounter some behavioral alterations on the part of team members as they encounter change. The said alterations in this case could be as a result of the different responses people have to change. For instance, as Wong (2007) notes, while there are those who may be curious to learn more or view the possibility of change as an opportunity, others could either be suspicious or skeptical about the possibility of change. There are also those who might be concerned that the said change could have a personal impact (negative or positive). Thus just as change is inevitable in most cases, so are reactions to change. The said reactions or behaviors in this case could be positive or negative. Negative reactions could include but they are not limited to disorientation and disengagement. On the other hand, positive behaviors include enthusiasm, enhanced interest to know more, and devotion. Disengagement is in basic terms the loss of

Collection of information for this project included books, journals, videos, interviews and performance observation with organization administrators and employees.

The aim of this study is to look at the thought and follow of change management in SMEs and to appear at the criticalness given to the correspondence as a change management tool in these associations. To attain this purpose, the researcher critically reviewed the relevant pedantic literature on the topic. The section displays that literature review that supported the research in theoretical and hypothetical understanding of the subject alongside setting the heading of the study in accordance with the course gave inside the past studies.

No matter how we think change may be, there is one thing that we shouldn’t forget is that change can be exciting and can bring new and positive opportunities for all.

Organizational change can be described as the process of moving away from a current condition to realize some future state. Change management involves managing the process of achieving this future state. 1 (Nickols, 2004) Change can be viewed from two vantage points, that of the people making the changes and that of the people experiencing the changes. 2 In the top-down, or strategic viewpoint associated with management, the focus is on technical issues such as the investment required, the processes for implementing the change, how soon the change can be realized, and the outcome. In the bottom-up viewpoint of the employee, the focus is on what the change means to the individual, how they can