Effective Change Management
The business world is not static. New ideas are developed each day while people’s tastes and preferences also keep on changing. Consequently, each firm is faced with an imminent need for continuous change. This change may include changing the technology used in production or the equipments used. However, for change to be complete manpower must be involved in the change. This is because it is people who run every single aspect of any organization. Unfortunately, not every person is willing to accept change. Because some institutions have tried to change but ended up with catastrophic results, models of effective change management have been developed. When any process of change follows these models, the process of change becomes smooth and leads to positive results. Nevertheless, the process of change can become very difficult to implement if the model is not correctly applied. Consequently, any firm should consider the models of effective change management for positive results.
It should be noted that change is a process and not something that can take place in one day. Somebody cannot wake up one morning and say that a given procedure should be followed henceforth. Following all the steps of effective change management models is crucial in ensuring that available resources are properly aligned to meet the objectives of change. Moreover, while the change process is being initiated, it is important to ensure that normal activities of a firm do not stop (East & Serventi, 2011). As a result, effective change management models are designed in a manner that ensures the process of change does not in any way paralyze daily operations of an organization.
Similarly, while change is very crucial, it is important to note that taking too much time to implement it can lead to reduced efficiency. In this regard, models of effective change management come in handy to help in cutting the short time taken to unveil any proposed changes. It is crucial to note that a well-managed change leads to positive results and well reception from employees. Most importantly, models of effective change management are very crucial in reducing costs incurred while unrolling the process of change (Cummings & Worley, 2008). Also, models of effective change management help in reducing resistance from employees thus making the process of change to be more smooth leading to enhanced productivity.
While implementing any suggested change, people need to be told why the change is necessary. Secondly, there is a need to have in place a group of people who have a passion for ensuring that the change succeeds. There should also be clear objectives of the change. Moreover, there should be effective communication of the change thus giving the employees ability to change (Cummings & Worley, 2008). The creation of short term goals and perseverance are also crucial steps in ensuring that the process of change succeeds in the long term.
I once worked in a construction company where we used to do most of our activities manually. However, advancement in technology led to the discovery of various machines that would help in executing some of the functions. These machines would do work faster than people. Hours taken to complete one assignment as well as the costs incurred were bound to reduce if the machines were used. Consequently, management decided that it was high time they brought in the machines. Employees were told that the machines will come and that they were very good at enhancing the earnings of the company. Unfortunately, employees were not informed that the machines were not meant to put anybody out of work. Consequently, communication about the change was not effective and employees were not read to change.
Skipping of this crucial stage made things difficult and had negative effects on the company (East & Serventi, 2011). To begin with, employees resisted the change and nobody was read to learn how to operate the machines. This was not only so among the technical staff but also among all other staff who supported their colleagues in a show of solidarity. Moreover, employees entered a go-slow mood to compel management to drop the change. As a result, the productivity of the company dropped drastically.
Due to the resistance from the employees, the process of change was derailed. There were no employees who were dedicated to seeing the change successfully implemented. Most employees wanted the program to completely fail and were ready to do anything to that effect. This meant that meetings had to be held regularly to coax employees to support the change. Even though these meetings were eating into the company’s productive time, they also increased the time taken to implement the change. Regrettably, this also disrupted the normal operations of the firm. Various projects took longer than expected while others completely stalled. The result was increased costs to the firm and a reduction in net income. In the end, the firm was compelled to put the whole change on hold. Management had to start by educating employees on the need for the change and their role in the whole process. This meant extra costs because the process was to be started afresh.
References
Cummings, T. G. & Worley, C. G. (2008). Organization Development and Change. Stanford: Cengage Learning.
East, N. & Serventi, E. (2011). Implementing an Effective Change Management Strategy. London: Ark Group.