As part of the body of your paper, you will address the following points: Provide two examples of this theory in a theoretical application or from your own experiences.
Print This Post Guiding Employees Through Change Change proves to be a challenge not just for supervisors and managers, but for employees as well.
This adds another dimension to the already difficult situation: The following are eight suggestions that will help managers and supervisors guide employees through organizational change.
Involve employees in the change process. Employees are not so much against change as they are against being changed. Any time managers are going to implement organizational change, there is always a lag between the time the change has Organizational change research paper discussed at the management level and the time the change is going to be implemented.
Managers like to play like an ostrich and believe that they are the only ones who know about the changes that are going to take place. Unfortunately, while their heads are stuck in the sand believing that no one else knows, employees are effectively undermining the future changes with negative informal communication…the company grapevine.
The sooner you involve employees in the process, the better off you will be implementing the change. A formal communication channel is more effective at implementing change than a negative informal one. Interview employees regarding their feelings. It is critical that managers and supervisors understand what employees are feeling regarding the change.
It is only when you accurately understand their feelings that you know what issues need to be addressed. Implementing change requires the ability to market and to sell. Concentrate on effective delegation. Too often managers and supervisors feel they must use self-protective measures, especially during organizational change.
They start by trying to police all activities. You should concentrate on effective delegation during the early stages of the change process. Effective delegation is particularly good for two reasons: Involvement positions employees to share responsibility for change.
Raise levels of expectations. Now more than ever, you should ask more from your employees. It is expected that more work needs to be done during the change process. While it may be most practical to expect less in terms of performance, raise your levels of expectations and theirs.
During change, employees are more likely to alter their work habits, so reach for the opportunity and push them to try harder and work smarter.
Require performance improvements and make the process challenging, but remember to keep goals realistic in order to eliminate frustration and failure.
Ask employees for commitment. It is also important that you assure the employee that if there are problems, you want to hear about them.
If a negative employee does not tell you, they will tell other employees why the change will not work. The change process usually means that normal communication channels in the firm need to be enlarged. At this time, your employees will be hungrier than ever for information and answers.
First, give employees an opportunity to give you input. Start by becoming more available and asking more questions.
Maintain your visibility and make it clear that you are an accessible boss. More importantly, be a careful listener.
Second, keep employees updated on a regular basis.Organizational Change Plan III Hi can you please help with the III part of an organizational change plan paper.
Below is the summary of what the grading criteria is and the Summaries from Part I & II with the references that I used. What action research or organizational step was missing and Why missing this step might have led to failure.
Make sure to discuss at least one of the required readings in your discussion of each scenario, and to cite all three of the required readings in your paper. Engaged Scholarship: A Guide for Organizational and Social Research [Andrew H.
Van de Ven] on tranceformingnlp.com *FREE* shipping on qualifying offers. The relationship between theory and practice, research and action, is fundamental to all fields of applied social science.
Should research findings and knowledge be useful for science. (c) Emerald Group Publishing JOB CRAFTING IN BRIEF Job crafting involves creating or initiating change to the job, as opposed to reacting or responding to change .
Do Recessions Accelerate Routine-Biased Technological Change? Evidence from Vacancy Postings Brad Hershbein, Lisa B. Kahn. NBER Working Paper No. . European Scientific Journal March edition vol, No.7 ISSN: – (Print) e - ISSN THE IMPACT OF LEADERSHIP AND CHANGE.