All Of The Following Are Reasons For Formulating Plans Except Organizational Change Management

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Organizational Change Management

My colleague says that people don’t mind change, and they may not fear it, but they fear what it takes to make change. So, in fact, when organizational changes are proposed and employees start having “fear conversations” (“I wonder what jobs will come as a result of this…?” “Where is all this heading… ?” “What kind of shakeup is happening at the top?”) , what they are really expressing is a fear of how to implement change. Organizational psychologists are very willing to change the constructs, the organizational goals they serve, and the opportunities and benefits they offer organizations. For all the positive aspects that change offers, we still find dichotomous thinking when working with the employees of a changing company in the change process. From one perspective, we find that organizational members support the end result of the change and the benefits it can bring. They see, for example, that changes can provide greater efficiency and better and simpler ways of doing things; increased company profits and the opportunity to receive a higher salary; the advantage of the company’s increased competitive advantage and greater market status. While acknowledging these benefits, they still tell us about the actions and details that take place between when change is initiated and when the change occurs—that is, the path that must be taken to make the change. is of greatest concern.

Because change is so pervasive in modern organizations, the two most important elements of leadership are initiating and leading change. Most managers have had limited training in the specifics of managing organizational change and have little understanding of the ways in which their employees perceive and experience change. And yet, much of a manager’s day-to-day work involves dealing with market opportunities—most of which require changing the structure of the organization and how its people operate. The greatest determinant of an organization’s future success is the ability of the CEO and management to deal with change by articulating and articulating a clear vision and carefully crafted strategic responses.

Change in complex organizations requires managing the interplay of emotions and cognitive processes. Managers generally lack the knowledge and background to deal with imminent and forced organizational changes. Today’s dynamic business environment requires a large number of changes every year, resulting from an ever-widening range of changes. Without training in this area, managers often resist change or avoid organizational transformation. When faced with the need for change, the resistant actions of organizational leaders can trigger a process that results in rapid organizational deterioration. On the other hand, in-depth knowledge of organizational change processes enables managers to see change as an opportunity that can be directed and managed for greater benefit.

From these two different approaches to organizational change – change resistance or change management – two different belief systems emerge. A “change resistant” leader’s belief is that change brings instability, upheaval, unpredictability, danger and disorientation; A “change adopter”, on the other hand, sees change as an opportunity – an opportunity for rejuvenation and innovation as well as progress and growth. In fact, the difference between these two approaches is that they look at change from the perspective of fear and anxiety or from the perspective of excitement and confidence.

From our experience in organizations, there is no doubt that confident leaders are most effective at managing change. To get to the point where they are ready and confident to handle organizational change, leaders are committed to continuous and continuous learning. Dedicated learners acquire the ability to accumulate a large amount of current knowledge that allows them to flexibly respond to crisis situations with skill and skill. Learning leaders also learn about the culture of their organizations and, as a result, are able to persuade and persuade employees to follow their lead in initiating change proposals.

From our many experiences working as consultants in organizations, professionals in my company have followed the following change management precepts:


Managers must be able to clearly and fully describe and justify proposed changes. In order to prepare their employees for changes, they must have studied the topic well in order to be able to clearly define: 1) the reason for the change; 2) planned operations; and 3) expected results. Good data to support the need for change is crucial. Data should be provided with sources so that staff can find background and technical information on the proposed changes themselves. Providing information resources to employees fosters an informed workforce and also encourages growth in the number of learners in the organization.


A manager should know the employees and the organizational culture well enough to anticipate those who resist change. Emotional reactions to change can be prepared for by developing strategies to use in specific situations. Change scenarios can provide reliable ways of working for most situations. If there are departments or other “pockets” of staff that are likely to resist change, the manager and his staff will want to work with these members, either in groups or one-on-one as needed.


A manager or expert hired to help navigate the complexities of individual behavior in change must confront employees’ fears and reactions to change. Plans for change and activities related to change must be openly discussed and work with individual employees to help them resolve their concerns. As part of this process, employees must decide “what’s in it for me”—it might just be that the company, and they along with it, flourish in new directions. Once discussions have taken place to foster greater understanding, employees can begin to think seriously about their roles in the change process.


In the phase of planning and initiating changes with employees, the focus is on building employee trust and inspiring teamwork. If the goals are well explained and the credibility and integrity of the management is there, it is possible to change the anxiety reactions of the employees to accept the change. Trust and team building is a topic that requires a long discussion as there are prescriptive processes that must be followed. To achieve this stage of change, leaders need to research the topic well; or, alternatively, employ experts who can guide organizational members through formal teamwork and organizational development processes.


The desired outcome of team building is that employees feel they own the change process and the path to take to ensure the change. Great value comes from employee commitment and rejuvenation, which comes from a sense of ownership of the change process. If the employee feels responsible for the process and his own destiny, it is certain that the desired change will be achieved. This level of confidence also encourages inspiration, new ideas and innovative ways of doing things, resulting in high overall achievement rates.


Throughout the change process, from planning. . . to the introduction of changes. . . until implementation, the leader must lead. This means that employees must be convinced, both in words and actions, that the manager is fully behind the change processes. Organizational members must be able to both know and sense that the leader has a good understanding of and high support for the direction of change, and that the leader has no doubts about the proposed course of action that will lead to greater organizational benefit and business benefit. organization. Good information about the position of the organization and the need for changes, a clear action plan and absolute belief in the success of the undertaken activities will be interpreted positively by the employees. A leader who proposes change must be confident in his commitment and ability to manage change. What is most needed for these challenging changes are confident leaders.

In summary: the manager must be ready to accept change processes clearly and enthusiastically; must have keenly identified the need for change through learning processes; must be able to convey commitment to the change and also to his employees throughout the process; must be willing to work with individuals, groups and teams to create the right path to achieve change; must be willing to share ownership of change processes and make compromises and deviate from original plans when necessary to ensure others play an important role in the process. And above all, a leader must show courage and conviction that inspires respect and trust in others in the organization; which dispels most doubts; and it inspires employees to higher performance and achievement.

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