Change Management For Business Management & Practice

Main Issues in the Study

Discuss about the Change Management for Business Management & Practice.

The main issue in the organization involves a change of the department manager, who implemented changes in policies and resulting changes in staff behavior and attitude towards their job. When Jeff took over as a department manager, he was informed that the staff enjoyed their jobs, took the initiative, and were proactive in finding solutions that affected the company. They even went beyond what were expected of them to ensure that things run smoothly in the store. However, two months into taking over his position, Jeff has noticed reluctance among staff in carrying out basic requirements of their positions, giving short notice sick offs, and a general lack of interest in their job.

First I think the problem was in the way the changes in policies at the store were implemented. First, the changes were implemented over a short period which may have resulted in resistance among the staff. Resistance is being portrayed by the sudden change of attitude and lack of interest among the staff. The company may also have failed to engage in a mutual engagement process with its staff where participatory dialogue is built among staff in each level. The manager failed to use a mechanism that would see all staff participate in giving their views on the policy changes that the manager had drafted. The face of change that was implemented failed to target the behaviors of employees in ensuring that their capabilities were enhanced (Brooks, 2006). The changes that the manager implemented are not effective; he failed in building a relationship and trust between himself and the employees of the company.

Jeff should use the Kotter and Schlesinger Model to review the changes of behavior or rather the resistance from the staff. This model expresses the six change approaches to deal with resistance to organizational change. Jeff should then suspend implementation of policy changes. He should come up with a policy implementation plan. Before implementing the policy changes, he should first engage in a mutual engagement process with the staff. This is a requirement of the change process which has an effect on successful policy change implementation at the store.

The changes at the store should be implemented in the form of top-down structure. Jeff should use Lewin’s change model, to assess the context of the changes for each implementation stage. The changes should be implemented in stages over a prolonged period which would minimize or eliminate resistance among the employees who were affected (Shyns, 2011). After the implementation, the company should continue to monitor the effect of the change and the performance of the employees. The successful policy change would increase growth for the store.

Why Staff may Have Changed their Attitude

The objectives and goals of this work plan will focus on ensuring that the staff executes their daily operations smoothly and gladly.

• To design a new strategic aligned behavior by defining the roles and responsibilities of each employee and relationships between them.
• Provide help to employees by providing mentoring and training programs
• To determine skills and talent management in the company among its staff
• Design systems and structures through the relationships reported, compensations, information compiled and measurements & control done.
• Facilitate coordination and communication among staff both at the senior level and lower level.

The following represent timeframes for the implementation project plan of the policy changes in the store: 

A weighted performance scorecard measurement system will be used to carry out the performance measures for all the positions in the store. The store’s performance dimensions are the noted as the parameters while the store’s level of measurement will be either store, corporate or regional. Frequencies of measurement are depicted either in quarterly, annual or six months;

Sources: (Banker, et al. 2010)

There is certainly no way to eliminate risk from the operations of an organization. This is because risk involves those decisions that involve something that has yet to happen. In such a scenario, we do not know all the facts in regard to the decisions we are making which means that there will always be a risk. Risk should be continuously identified and assessed by the leadership (Barney & Hesterly, 2006). The departmental leadership should come up with alleviation approaches to promote risk elimination. The identified risks should be open to amendment by the departmental manager then updated across the financial year of the store. Examples of risk that may occur in the store include governance risks, operational risks, financial risks, external risks and risks that involve compliance with law and regulation (Ward & Chapmen, 2013).

Ethical considerations are the norms and standards that distinguish between bad and good as well as guides a person whether to do something or refrain from doing. The code of conducts are those directions that are laid down by an organization or company so that the staff know how to act when encountered with different situations in their daily operations (Ward & Chapmen, 2013).

Customer Relations: Regarding customer relations, the company will ensure that the work plan is developed in a way that does not alter with good customer relations. The code of conduct will be that no staff will leave a customer unserved because they were busy. Service to the customer will be a priority especially for the customer executives that have direct contact with the clients.

Employee Relations: When developing the work plan staff welfare will be put into consideration. The plan will be discussed freely with all staff where they will be allowed to give their feelings and suggestions concerning the plan.  This is to ensure that everyone is satisfied with their work

Social Responsibility: The work plan will provide avenues for time for social responsibility. Social responsibility will ensure favorable publicity and recognition by the community. This is based on the recognition that the company has a social responsibility of enhancing the well-being of the community by such actions as preserving the environment and engaging in community-based welfare programs.

Legal Considerations The work plan will be developed in a way that it aligns with the law of the land. Ethical consideration will involve ensuring that the actions of the company align with the legal requirements of government agents.

Professionalism: The staff will be required to carry out themselves in a way that maintains the integrity and public confidence.

References

Baker, E. L. (2011). The Management Moment: Emotional Intelligence in the Workplace. Journal of Business Management & Practice. Volume 13 Issue 1.

Banker, R. D., H. Chang, and M. Pizzini. (2010). The Balanced Scorecard: Judgemental Effects of Performance Measures Linked to Strategy. The Accounting Review 79 (1).

Barney, J. B., & Hesterly, W. S. (2006). Strategic management and competitive advantage: Concepts and cases. Upper Saddle River, NJ: Pearson/Prentice Hall.

Brooks, I., (2006) Organizational Behaviour: Individuals, Groups and the Organization (2^nd ed). London. Pitman Publishing.

Krause, F., (2009). Management decision making: Enquire within. Retrieved https://www.enquirewithin.co.nz/organizational_culture.htm

Mullins, L.J., (2007) Essentials of Organizational Behaviour. Upper Saddle River, New Jersey. Prentice Hall.

Shyns, B. (2011). The relationship between employees: self-monitoring and occupational self-efficacy and transformational leadership. Current research in social psychology, 7 (3). pp. 30-42.

Ward, S. and Chapmen, C. (2013), Transforming project risk management into project uncertainty management. International Journal of Project Management. 21 (2). pp. 97-105

Order an Essay Now & Get These Features For Free:

Turnitin Report

Formatting

Title Page

Citation

Outline

Place an Order