The Management in the Organization essay
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Organizations apply numerous changes in their structures of operation from time to time to facilitate sustainability and development. These organizations are work places for many people, and individuals are affected either negatively or positively when a change occurs. In all work places, the environment comprises of coordination between workers at all levels with the aim of meeting the organization’s set goals. The effort to facilitate these changes brings about mixed reactions among the workers and after that effects are apparent. Organizations normally allow the people involved to participate in implementing these work place changes.
Work place changes are of many forms. They include new appointments, transfers, promotions, organizational changes, employment of new technology and many more. People resist changes because of the fear of the unknown and past experiences that was unpleasant. The good side of change is that it promotes growth and gives access to new opportunities that could not be realized without it. Either way, changes have been found to make a fear effect on workers; meaning workers fear workplace changes since it tends to push them into unknown and unfamiliar areas. One of the biggest fears is the fear to experience unfamiliar task or experiences. This workplace change fear can be reduced if all parties; both employers and employees are involved in the implementation of the change. Organizations have different strategies of ensuring that they maintain a high level of production. These strategies involve employing changes in different times, and so, organization’s plan for changes early before they implement them. Workers who have been working in one work place understand the capabilities of their work mates and coordinate better. This coordination results in increased production, and organization’s growth is observed. In other words, change is meant to improve an organization, although it has some negative effects during implementation.
Change in a work place has many effects on the organization. These effects range from uncoordinated activities to slower performance of activities. An organization will experience low output during and immediately after a change is implemented. Organizations normally inform their clients of any new changes so that they can expect irregularity during such a time. Other than negative effects, change also has numerous positive effects. Organizations introduce these changes with a vision of improving growth and development. The proposed changes to be introduced are normally well researched and proven to be worth it. This is because the changes are aimed at improving productivity, while sustaining the growth of the organization. An organization experiences positive effects like an access to new opportunities after implementing changes. The workers can experience effects like better working conditions and terms of service. Frequently, work place changes have more advantages than disadvantages to the organization, and that is why the organization pushes for their implementation.
Development and growth strategies formulated by an organization will always stimulate change, because they involve employment of new ideas and projects. Organizations operate under a management team that is employed to oversee growth and development. The management develops a growth strategy that all other workers use as a guide. Causes of work place changes are both internal and external. Internal factors that cause work place changes can be planned or unplanned. When an organization plans to expand, downsize, relocate or restructure, the change is internal and planned. Unplanned changes are caused by numerous factors. They occur, when workers move out of the organization, new workers are appointed into the organization, workers re-promoted and demoted, new technology is employed, new working tools are employed and many more. External factors that cause work place changes range from infrastructure to environment, government policies among others.
Every organization has a management team and a working team, and they all have different roles and responsibilities. If a member of the management team or a leader of an organization leaves office with or without notice, a big change will be observed in the organization. This kind of change creates anxiety among the workers, because they normally execute their duties with an aim of succeeding and acquiring a leadership role in the future.
When an organization makes changes to the management team, it observes irregularities in production, which often affect the clientele, but if well managed, such irregularities can be controlled quickly. The working team in an organization requires the management to be stable so that execution of the activities goes as planned. Effects of a managerial change should be well communicated in a good time so that they are retained within the organization.
Changes in work places cause problems to the workers, the organization and their clientele. These problems are caused by poor implementation of the change. The biggest problem is a loss of production. All organizations have their primary objective of sustainability, and workers also have their primary objective of job security in an organization. These objectives are affected in one way or another by workplace change. Another big problem is the lack of proper coordination. If the change is a new appointment into a senior position, the change will affect the chain of command in the organization. If such a change is implemented without proper communication between the workers and the management, confusion might happen, because the workers are not conversant with the appointee, and the appointee is not conversant with fellow workers too.
Workers in the organization perform their duties according to the responsibilities allocated and the goals set. Every employee in an organization aims for a promotion into a higher level after some time. This expectation turns into a fear, when some foreign candidate is appointed into the same position with or without a notice. Workers’ fears are greatly observed when they observe an organization’s growth after their hard work and a retarded growth of their job ranks. Introduction of new changes to an organization is important, especially, when the organization wants to expand into new projects. These new projects interfere with the normal activities; thus, increase the responsibilities of individual workers. The increase in responsibilities in a work place brings about decreased production and work related stress. These effects are negative to the development of an organization, although the majority of changes require to be implemented by the current workers before new appointments for the extra responsibilities are put in place. This ensures that the new project has been proved to be worth it before a full implementation.
Work places that employ many people experience more problems during a change than smaller organizations. Most workers due to a work place change tend to develop a revolting behavior towards the change, which can be termed as negativity. Negativity is the behavior, witnessed among workers when they come across a problem and are afraid to speak out loud. This behavior is harmful to the organization and its consequences are decreased production. Negativity is easily spread to other workmates in search of support against a change. This effect becomes obvious if the larger percentage of the workers does not want the change. If such negativity behaviors are noticed by the management team, they are easily resolved in case the revolting team is involved in deciding which changes are necessary.
Efforts to get rid of negativity among people in an organization are made possible if the persons affected give out their opinions freely. This helps resolve any issues arising from an implemented change. The persons with the negative feeling against a change should also offer possible solutions and lead in implementing the resolved changes. Increased communication among the work mates improves understanding and easier efforts towards resolving issues brought about by a change.
Some of the positive effects of change are increased production and notable growth. They are possible if the organization researches the topic first from the organizations that have already implemented the same changes before. This ensures that they will have prior knowledge on how exactly implement the change and produce great results. Inevitably, growth development and sustainability are the key objectives of any organization. Workers will put more effort in any new projects and changes that aim towards the objectives. The process starts from notifying workers about the change, managing fear of the unknown and a swift implementation so that results can be seen immediately and promote confidence among the workers.
Work place change effects spread from the organization to the clientele, receiving products and services from the organization. For example, employment of new technology improves production, reduces work related stress but threatens the existence of workers. The implementation requires appointment of qualified personnel to operate and support the new technology. The change may require the organization to get rid of the workers, replaced by the new technology, while reducing the chances of developing the careers of the existing workers. The effects of employing new technology will definitely be felt by the clientele, who receive products and services from this organization, and the organization will definitely record higher production, leaving the workers in great fear of losing their jobs. This fear also affects the newly appointed workers, because they are venturing into the unknown. An organization that is planning to implement such a change as a new project can manage to sustain the existing workers and hire new ones as an expansion strategy, allowing the existing staff overcome the fear of the unknown. This way, the expansion adds confidence to workers and ensures them of sustained and better employment, while increasing production.
The change can be implemented effectively if a strategic process of implementation is employed. Upon reaching a decision to change, an organization needs to come up with a process which consists of planning what to change, communicating the plan to the workers and clientele, implementing the change and supporting the change.
The planning stage of the change starts from the initial idea. The idea has to be in line with the organization’s objectives. The idea is researched to find out whether it will bring benefits to the organization. This is done by checking the performance of similar changes in other organizations and by researching the benefits of such a change in the organization.
The next stage involves communicating information about the planned idea with the workers inside the organization and the clientele so that they can prepare for any irregular activities. This move is aimed at eliminating the workers fear of the unknown and maintaining the clientele’s confidence. During this stage, workers are allowed to participate in formulating the implementation plan, and that helps the workers absorb the idea and participate in its adoption. When an organization inputs the workers’ ideas into the initial idea, include their opinion in the change, the workers are more confident with that feeling of ownership into the change. This move is highly advised, as it encourages the existing workers and clientele to give their opinion and stop fearing the unknown. Production continues as usual because all parties are prepared for the change.
The implementation stage involves the roll out of the plan. When implementing the change, workers experience numerous adjustments and production level may be affected. An organization has to involve its clientele in implementing the change because an irregularity can hurt the customers’ confidence. In this stage, all activities are well monitored, and any development is recorded so that evaluation of the project is accurate. During the implementation, workers may experience an increase of responsibilities and commitment. Changes are welcomed by the workers only if they were involved in planning, and their opinions are included in the final change.
The supporting or managing stage comes after the change is implemented. The organization does a thorough evaluation of the implemented change to check whether it has reached the set goals. The workers will generally have mixed reactions to the change, and it is extremely important to provide guidance and support to facilitate the change. This is done by giving timelines and expected outputs so that the organization can evaluate the success of the change. The organization needs to provide training on the new requirements and regularly review the advancement of the change. The review of the advancement of the change allows the organization to evaluate the change and maintain the workers’ and customers’ confidence.
The organization that has successfully implemented a change has the responsibility of ensuring its sustainability. The organization needs to collect the views of the workers who are directly involved with the change. By keeping an open communication channel, the organization receives more accurate feedback and respond swiftly. The process of implementation requires full participation of parties involved so that production is either maintained or increased and the workers are part and parcel of the change. Production is not the only consideration when evaluating success but also the workers’ welfare. So the organization can avoid work related stress, which reduces production greatly if not observed. By ensuring that workers in the organization are involved in implementation of a change, the organization is assured of full commitment by workers. The workers also feel more secure when receiving information from the implementation team about the outcome of a change.
Fears, accompanied by the work place change, are real and are a threat to the sustainability of the organization. These fears should be addressed seriously to avoid the downfall of the organization. The organization that has planned to implement a change should, therefore, employ strategic fear elimination methods. When the organization ignores to address the possible effects of a change, it risks losing its workers and clients.
There are numerous methods of eliminating the fear of the unknown, but the most effective one is the inclusion of all the involved parties in all stages of implementing the change. As discussed above, an organization that invites the workers to participate in planning and implementing the change, normally, eliminates this fear completely. The most effective method is when the organization invites its workers to participate and convinces them that the change is a progress that is in line with the organization’s set goals. The move builds courage among workers and drives them to work harder with an aim to succeed again.
Introduction of training about the planned change before its implementation is another effective method of eliminating fear. This training prepares people involved with the knowledge of the exact change that will happen. Workers in the organization, who undergo the training, know exactly the challenges they may face and the commitment they would require in order to succeed. After the organization trains all workers about the new change, the workers are able to participate fully in the planning stage, and the fear of the unknown wears out before the change is implemented.
Work place change is inevitable in all organizations. Workers in the organization have an ability to eliminate fear if they decide to embrace the change and treat it as a progress that will drive the organization towards achieving its objectives. This method of eliminating fear is very effective, but it is applicable to workers who understand the need of the change. The management team is the organ of the organization that is responsible for advising the workers about the benefits of the change. Workers, who are engaged in development planning, adapt easily because they understand the benefits of implementing changes. The organization that has plans for the development and growth expects its workers to be ready for any changes.
Workers in an organization, who experience fear after the change, are normally terrified of facing it, because they feel that their knowledge and skills might be shallow. Organizations that succeed in eliminating the fear of the change care more about the skills of individuals in the organization. Such organizations invest in the knowledge of their workers and increase effort in improving their skills. This method drives out fear and makes workers feel like they are a part of the organization. Once the organization invests in improving the skills of the workers, the workers consequently pump in quality ideas that are used to propel the organization towards reaching its objectives.
Trust between the workers and the organization is achievable when there is a direct communication channel between the two. Communication allows all organs of the organization relate to each other in a more open manner. The organization that has clear and open communication channel has the advantage of eliminating the fear of the change from the workers, because they are well informed of the consequences of such change in a good time. Communication channels allow for swift response to feedback and enable the workers to overcome fear quickly. Open communication gives freedom of expression to all persons in the organization and enables the management team to communicate more freely with the working team and vice versa.
Organization that minds its sustainability will always have strategic measures for controlling such effects. For example, the organization can decide to employ new technology and use robotics in its activities. Such a change will cause a lot of fear among workers, because the technology might replace them. In business, new technology and use of robotics for production reduces the number of human resource required and increases production, thus, causing fear to the people working in such a business.
There are numerous methods of controlling such effects in the organization. If the effects are positive to either the organization or the working team, this organization needs to ensure that the effects will be sustainable so that they benefit from it. If the effects are negative to either the organization or the working team, the organization needs to have a contingency plan to eliminate anxiety among the workers and retain its sustainability.
Workers in the organization are the largest organ that is supposed to drive it towards reaching set goals. A good strategy that can be employed by the organization to control the effects of the change is by inviting contribution of ideas from the workers so that their solutions can be implemented, thus, reducing anxiety. Since workers might hold back their ideas, they can easily control the effects of the change if they are given the responsibility of seeking solutions other than assigning the responsibility with the management team.
A working environment that encourages an open information sharing gives confidence to the workers and freedom to express their concerns. Organization that promotes interaction between the management team and the working team by sharing ideas in an open and honest manner creates an environment filled with trust. This way, the organization is able to control many effects of the work place change.
Equal treatment of workers and recognition of their participation in growth of an organization is an excellent method of controlling their emotions. When the organization implements the change, the effects of it are better controlled if there present trust and confidence. The organization that has open communication channels will listen to concerns of all workers and give honest feedback in good time. This working environment gives the workers the courage to face the effects of a change. Workers develop a self-esteem that eliminates their fear of being singled out.
The management team is the organ responsible for developing a working strategy and creating solutions to problems in the organization. The management works as a team. It includes managers of different departments, who operate as leaders of the working team. Both the management team and the working team work coherently to ensure that the organization reaches its set goals.
When the change is implemented, the effects of the change affect all organs of the organization. The management team comprises of highly skilled professionals who have the ability to drive the organization into meeting its objectives. This team has the ability to formulate contingency plans in case of any problem. It is the responsibility of the management to help other managers and workers deal with the change. The management team responds to the change by identifying its effects and, then, formulating a sustainable solution. Members of the management team may be also affected by the change, and so, the team starts helping the affected managers. Managers, who are affected by change, require support from the other team members and assurance that the change is controllable. This is only possible if they are given a chance to express their mind, and if their opinions are taken into account when formulating solutions. This method eliminates all fears that the managers have.
Another method of helping staff dealt with the change is by informing them about the good side of an implemented change. The information provided to the workers should include assurances of job growth in order to increase workers morale. Employment of new technology in the organization should be coupled with the improvement of workers skills through education, regarding the introduced technology. The management should empower existing workers more effectively by investing in improvement of their knowledge and skills. Skill improvement training should be conducted before new technology is implemented so that the change will be embraced by workers. Workers who fear that their skills might be inadequate are worse affected by the change, and the management has the ability to build their confidence by improving their skills. Since such workers have worked with the organization, their production is higher than of any new worker.
The management in the organization can create a work place culture that anticipates change, whenever it’s implemented or whenever it happens. Since not all changes are planned, the management can include all the workers in the creation of a work place culture that prepares all workers to retain their confidence in case of the change. Organizations plan their activities according to the goals they want to reach. A good plan should be recorder according to order of priority, and communicated openly to the workers. Such a plan will always include changes and new projects to be implemented in the future. If such a list of current and future plans is communicated with the rest of the staff, the management and workers find ample time to research about the possible advantages and disadvantages of proposed changes and projects. The workers will, then, have the chance to give feedback, regarding their findings, and their opinions will be included in the final planning before the proposed changes are implemented.
In work places, the management can develop a culture that can help workers deal with the change. The culture includes guides to workers’ attitudes, working ethics, behaviors and other systems that are necessary in the functioning of the organization. The work place culture that is developed to help workers deal with the change means that the last one will be highly anticipated and productivity of the organization will increase. The work place culture is developed with the consideration to workers’ past responses and possible occurrence of the change within a given time. Such a culture provides for awareness and preparedness of workers towards embracing growth and development in the organization. Organizations aim is the development and growth. These two factors initiate a changing environment from time to time. Growth consequently invites new appointments and employment of new ideas, turning the environment into an ever changing setting. In such a changing environment, the work place culture that embraces change helps workers deal with the change more effectively.
The culture can only be designed by combining solutions of past experiences and inclusion of workers opinions, while training workers about the importance of embracing the change rather than rejecting it. As discussed above, open communication about proposed changes should be included in such a work place culture to allow new appointees adapt swiftly to the operations of the organization. Organizations with a specific working place culture help new entrants adapt to the new environment easily.
A winning work culture makes workers have confidence with what they have to offer in the organization. The culture should be supportive, friendly, open, relaxing and inclusive. Management in the organization should encourage enthusiasm. Workers who are passionate and have the will to succeed produce better. A work place culture that includes fun helps to kill boredom and encourages sharing of ideas. Healthy working culture guides workers on methods to follow when they are faced with effects of the change. The organization that faces change effectively succeeds because it has developed an inclusive culture that ensures equal treatment of workers.
Work place culture can also be the work place change. The organization that restructures, tries to eliminate past mistakes in an effort to succeed. This move results to changes in the management team and, most often, new appointments into the management team. Such appointments accompany new leaders and new ideas. Most managers who have been appointed into a new organization start by changing the work place culture to suite their ideal idea. A change in the work place culture receives resistance from the existing workers because they are accustomed to it. The management, whether existing or new, has to include the views of all persons in an organization before changing culture of a particular workplace. Such inclusion helps workers deal with any new change without affecting production because their views are considered during the change.
In all organizations, workers have different production rates. Negativity has been observed in many organizations, and if not well addressed, the negativity influence embeds itself into the existing work culture. Workers who produce more and are very active might face ridicule from fellow workmates who are less active, and, in an effort to escape the ridicule, production decreases. A culture of negativity develops where communication channels are not open, and the management team doesn’t realize that production has been affected. This culture mostly affects production and the morale of hardworking employees. Negativity culture in a work place is controllable and can be eliminated in many ways. The management can eliminate this behavior by recognizing individual efforts and giving incentives in an effort to increase workers motivation, while discouraging negativity.