Sunday, April 25, 2010

Chapter 18

This chapter discussed how to manage changes and stress in the workplace. The one part of the book that I found really interesting was about the alternative strategies for overcoming resistance to change. This was interesting to me because I believe that change is constant and it is common for people to refuse to accept any changes. This part of the chapter talked about dealing with that refusal to change—especially if the change would be something that would affect the workers negatively. According to the book, there were four things that a manager should do to be able to ease the workers into taking in the new changes.

(1) Providing as much information as possible
(2) Inform the employees about the reasons/ rationale for the change.
(3) Conduct meetings to address the employees’ questions
(4) Providing employees to discuss how the proposed change might affect them.

In a way this reminded me of the case study we were doing in class last week. These are the four tasks that Roberta should do to be able to appease her workers—after finding out, of course, more information about the changes.
This particular subject was more discussed more in an article I found. According to the article, these where what the manager should do when change is about to occur in the workplace.

“* First, take internal measures including, i) attaining a good understanding of the change situation, 2) ensuring optimal involvement and 3) openness to feedback, and 4) remaining honest to the entire workforce.

* second, focus on mutual issues by using i) fair and honest communication in order to 2) motivate all parties involved, 3) nurture a climate of trust, 4) ensure agreement on the change and the path toward realizing it, and 5) instate a solid plan toward implementation.

* Finally, focus on operational strategies that facilitate the change process, such as i) providing training to optimize implementation of the change; 2) maintaining a climate of creativity to respond effectively to unfore seen challenges; 3) ensure optimal performance, including possible attraction of external consultants; 4) determine the formulation and review of several options (scenario planning) to possibly follow; 5) keep an eye on the budget; 6) remain friendly but alert on those who exit the organization; 7) establish leverage points to motivate workers toward better performance; and 8) maintain flexibility when sudden alterations in plans need to be made.” (Marques)

Source: Marques, J.. "Making the Best of the Inevitable: Change. " Journal of Global Business Issues 2.2 (2008): 33-42. ABI/INFORM Global, ProQuest. Web. 25 Apr. 2010.

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