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Chapter four of human resources management and their impact on organizational performance
Initiating and managing change
The theory and practice of change management
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Recommended: Chapter four of human resources management and their impact on organizational performance
Question 1 Joan is an accountant who opposes the introduction of a new financial control system. For 15 years she has worked with the old, manual system. Now the firm is introducing a new, computer based system. How would you attempt to change Joan’s attitude about the new system? Gibson, Ivancevich, Donnelly & Konopaske (2012) explain that managers often need to take action to change the attitudes of employees because those attitudes are having an adverse impact on job performance. In order to promote positive attitude changes, managers need to have trusting relationships with subordinates, effectively convey why the change is important, and try to make changes a pleasant experience. These authors propose that although many factors exist which may affect attitude change, they can be described in three general ways: “trust in the sender, the message itself, and the situation” (p. 101). Trust is important so the employee will be open to the manager’s suggestion, or message. Employees will also be more open to the manager’s suggestions if the proposed change is more appealing that the current situation. Changing an employee’s attitude, such as Joan’s, is a very difficult task, but managers which address these three areas will have a better chance of success. In order to change Joan’s attitude, I would first make sure I have a positive relationship with her so that trust is established. If I don’t have that relationship with her, I would find someone in the company who does. I would empathize with Joan regarding her concerns, but provide her with the message that the new system is critical for the company’s continued success in an ever-changing world. I would reassure Joan that she is a valued employee and the company ne... ... middle of paper ... ...that this may include employee responsibilities, level of autonomy, employee recognition, membership in teams, compensation and pay packages, and reward systems. By inferring motivations and acting to meet the needs of employees, managers will be better able to encourage employees to exhibit those work behaviors which are desired by the organization. References Gibson, J., Ivancevich, J., Donnelly, Jr., J., & Konopaske, R. (2012). Organizations: Behavior, structure, processes (14th ed.). New York: McGraw-Hill/Irwin. Ming-Jer, C., & Miller, D. (2010). West meets east: Toward an ambicultural approach to management. Academy Of Management Perspectives, 24(4), 17-24. doi:10.5465/AMP.2010.55206381 Skiba, M., & Rosenberg, S. (2011). The disutility of equity theory in contemporary management practice. Journal Of Business & Economic Studies, 17(2), 1-19.
As days go by she finds herself growing to dislike management noting how she is constantly up and about while those that supervise sit all day. She has to constantly be...
Change affects more than just a program or a process within an organization, change affects employees, collecting data on employee’s readiness and willingness to accept a change will help leaders know if the organization is socially ready for change (Cole, Harris, and Bernerth, 2006). A change might be positive for an organization but if the employees who will be affect by the change are lost in the process then it could create a greater issue than not making the change. Leadership needs to communicate and inspire the employees to be positive toward the change, seeking to enhance their job satisfaction not make changes that will increase their desire to leave. This data is best collected early in the change initiative allowing leadership to properly cast the vision while addressing concerns. This requires leadership to create platforms for employees to engage in the change initiative freely (Ford, 2006). Employee attitudes can be measured through these dialogues providing leadership with necessary measureable data (Hughes, 2007).
George, Jennifer M. "Chapter 12." Contemporary Management. By Gareth R. Jones 8e ed.N.p.: n.p., n.d. 366-400. Print.
Robbins , Stephen P. and Judge, Timothy, A. Organizational Behavior. Upper Saddle River, New Jersey. Prentice Hall. Pearson Custom Publishing. 2008 Print
Robbins, S.P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
... the overall attitude of the hospital staff being changed, and when the new hires entered in, they, through observational learning from the more experienced staff, acquired the favorable work attitude.
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
Jones, G. R. (2010). Organizational theory, design, and change. 6th Ed. Upper Saddle River, NJ: Prentice Hall
Prevention of resistance is most effective when implementing change. Preventing the weight of inertia in a workplace allows the change to happen in a timely manner with minimal problems. As Lee (2004) emphasizes, leaders have the ability to effect change and performance. If someone is accountable for outcomes and poor habits, outcomes will improve. The manager must show a caring attitude over the process of change and welcome any positive innovation. This caring attitude will become contagious to the employees working under him and become a priority to them as well. Approaching the change in an accepting, open-minded manner can decrease the vulnerability and frustration associated with change. How the change is presented can make the biggest difference in the outcome of the change. The manager must show that blaming will be avoided at all costs. One will only ask why, not who, to avoid the feeling of belittlement. This can allow employees to become comfortable with voicing their opinions and mistakes, which can allow an even greater range of improvement. The manager must also encourage...
Robbins, S.P., DeCenzo, D.A., & Coulter, M. (2013). Fundamentals of management (8th ed.). Upper Saddle River, NJ: Prentice Hall.
Shafritz, J. M., Ott, J. S., & Jang, Y. S. (2011). Classics of organization theory. Boston, MA:
There are much more customers than the Hearthside. All of them hate a certain co-worker who is always nagging. That co-worker reveals to Barbara that she’s like that because of the industry. Barbara is a newcomer to this. She has a different perspective because she doesn’t have to do this to survive. When it gets too hard she can just bail out. There is no stagnation of living and the constant stress of getting enough money to pay rent. She might have a few shocks but at the end of the day she is fine. She doesn’t know this yet. She realizes that many of the co-workers are closely knitted, and for good reason. When they’ve survived with each other for so long it’s hard for a newbie to get involved. Then she meets George a young boy who can’t speak English. They talk through small breaks and she sees him like a son. However there’s news that he stole something and is going to court. Obviously Barbara should do something. But she finds that she can’t, and even if she tries to force herself, doesn’t want to. Is it the industry that’s doing this to me, or have I been like this all along? Has she been judging everyone incorrectly. Maybe it’s not their fault they are stuck up. Maybe this is the only way they can survive and take it for any longer. This experiment that she’s doing might be something that she never expected to change
Kinicki, A., & Williams, B. K. (2011). Management: A practical introduction (5th ed.). New York, NY: McGraw-Hill Irwin.
Jones, Gareth R. and George, Jennifer M. (2011). Contemporary management (7th ed.). New York, NY: McGraw-Hill Irwin.