Typical organizations are characterized with the operation of various processes. These processes often require professionals in different areas of expertise. Therefore, classical organizations have different departments and groups that work together to ensure that all the operations in the organization are handled well. Due to globalization, the environments within the business organizations are subjected to numerous alterations due to the dynamic nature of the social and cultural aspects of the business entities. In order to ensure that all the groups of the organization comply with the requirements of the change, strategic coordination of functions is very crucial in the organization (Nicol, 2013). Managers are very important in facilitating the coordination.
The managers are very important in planning various functions in the organization (Scott, 2014). Therefore, the manager can assist in engaging the other member of the organizations in activities that are related to the change process (Nicol, 2013). The role of the manager can include creating effective communication structures to the other staff members to ensure that they get sufficient information related to the change processes. The manager must be in the front in influencing the other team members to ensure that they realize the importance of the change process in order to reduce the resistance that may arise to the change.
The managers are very influential in the planning of various activities in the organization. Their position of management requires the administrators to facilitate the meeting that can advance strategic collaboration with other team members to make the decision to drive any change process. One of the most critical concerns of the managers is to ensure that the decisions made are consistent with the organizational objectives and goals (Nicol, 2013). The decisions that facilitate change should also be aligned along the norms and values of the organization to ensure that there is a cultural continuity after implementation of the changes (Scott, 2014).
In order to ensure that the change process is successful, minimizing resistance to change is one of the most important factors to be considered (Susan, 2014). The managers have a very important role to play in order to reduce the resistance to change among the other staff members. The managers should strive to ensure that the staff members realize the need for a change. This can be through making the members of the organization realize that the change is for the overall good of the organization through making them realize the problems within the organization that can be solved after embracing the change (Susan, 2014).
The managers must create an environment that is propagative to the required change. The environment can be created through ensuring that the cultural and structural orientations of the organization supports the change. Changing the organizational frameworks can include adopting the policies that can support the changes in the organization (Susan, 2014). Advancing these strategies can ensure that the members of the organization are mentally prepared and thus they can be motivated to support the change initiatives within the organization. Part of the strategy can be through putting all facilities that are associated with a change in position before implementing the change.
Some of the factors that lead to the resistance among the staff members is the lack of sufficient preparation. Good preparation is very important ion order to ensure there is a smooth transition to the new operations promoted by the change. The manager should ensure that the staff members are subjected to continuous educational and professional development in order to accommodate the required changes (Susan, 2014). The progression can be motivated through ensuring that the members undergo strategic training to give them the skills and knowledge that is required by the change.
The assessment phase assists the manager to evaluate the readiness of the organization for a change. The organizational aspects that can be assessed for readiness include organizational structures, employees, stakeholders, history and culture of the organization (Prosci, 2014). The assessment is a tool that can be used to create an insight of the opportunities that may arise in the change process. The assessment can also assist in the identification of the risks that may be associated with a change in the organization.
After assessment, the manager should plan on the most appropriate way to enhance the change. Planning is a very crucial phase because all aspects acquired in the assessment phase can be used to advance the change process. In this process, all the risks that may lead to the failure of the change process are control and mitigated to ensure that the ultimate change is successful (Prosci, 2014). The planning also ensures that the managers set the ultimate goals and objectives to be achieved in the organization by the change process.
The implementation phase is the actual application of a change in the organization. All aspects that should be subjected to the change should be applied on the ground. This phase is characterized with massive of excitement. The managers should ensure that they create the pace and the moment that should guide the change to its success. In this process, the staff members and all those involved should be provided with the resources in order to enhance a successful execution of the plans laid down to benefit the organization (Prosci, 2014).
In the assessment phase, the managers should compare the results achieved in the ground along the set goals objectives (Prosci, 2014). The phase assist the staff members to see if their efforts have assisted in the achievement of the expected results and goals. Follow-ups should be made to determine whether positive results have been achieved. The acquisition of positive results is a very good motivating factor to the members of the organization. On the other hand, negative results may require strategic evaluation and implementation of the corrective measures to attain the required result.
