University of Phoenix
September 26, 2011
The traditional management structure does not allow for the development of the kinds of relationships essential for good management leadership of teams (Porter-O’Grady & Malloch, 2007). Usually leadership needs to be retrained to assume a much more active and facilitating relationship rather than a superior and directing relationship traditionally found in the manager role (Porter-O’Grady & Malloch, 2007). This leadership program helps the individual leader tap into interpersonal relations skills, mentoring and monitoring behaviors, relational and directional problems, ...view middle of the document...
Sometimes when a manager wants to make changes within the company, it is kind of difficult for certain employees to adjust to the change because it does not happen overnight. Some employees might adjust quickly, when others might not adjust because they are afraid of change. That’s why it is very important for the manager to work with their employees in any way to make the change work.
Management must understand that change is inevitable and that they themselves are responsible for overcoming employee resistance through sound management and change-oriented leadership (David, 2004). Accountability relates to decisions and their actions. It is important to clearly align decisions with those who are accountable for them (Malloch & Porter-O’Grady, 2005). Empowered work environments reflect a distribution of decisions based on their most appropriate locus of control. Understanding why employees resist change is the first step in learning how to manage this resistance (David, 2004). Effective change management is necessary for the change to be implemented successfully (David, 2004). Employees may resist change because they dislike or disapprove of the person responsible for implementing the change or they may distrust the change process (Sullivan & Decker, 2009). Regardless, managers continually deal with change—both the change that they themselves initiate and change initiated by the larger organization (Sullivan & Decker, 2009). They must understand where you are going and how you plan to get there. Employees must buy into the change and understand the reasoning behind it. Without understanding the reasoning for the change, it becomes quite difficult for people to accept changes (Sullivan & Decker, 2009). This essentially means that they think you are wrong to initiate the change in the organization (Woldring, 1999). It is, however, the leader’s responsibility to see that the change is implemented successfully (David, 2004).
In order for everything to run smoothly within the company, the manager needs to follow the change process which consists of assessment, planning, implementation, and evaluation. The act of systematically collecting information about an organization to determine its performance is assessment (Steps to Quality Improvement, 2011). An organization can assess how well it addresses the needs of its members, the community it serves or other stakeholders. Assessment provides a valuable snapshot of the organization’s strengths and weaknesses, as well as opportunities for improvement (Steps to Quality Improvement, 2011). The next step is planning the intervention is to identify the problem. Once a...