Leadership and Performance Management Essay

Change is described as an attempt that consists of actual physical changes to operations in an organization and how the change has different emotional stimulation to employees - Leadership and Performance Management Essay introduction. Change can be a painful process in the workplace because it means going from what is certain and known to the unknown.

Employees who have worked for an organization for a long time will lose his or her comfort zone of what has become familiar, capabilities he or she has become used to, the status or financial security that was once an advantage, and networks the employees have taken a long time to build (Top 10 Things Managers Should Know About Implementing ITIL, 2005). To successfully implement a change, employees need to understand how the change will be a benefit and impact daily work. What may look good on paper does not always pan out to be the best change unless those employees who will be directly affected have any input, and drawbacks.

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Which are not realized by the planning team could occur and cause further distress to employees. Change should be a fundamental part of management plan, whether driven by external forces such as economic or market trends, or internal forces, such as those accompanying a total quality management (Moore 2008). Before implementing changes managers should be aware of certain criteria that will make for a smooth transition. Manager’s Role and Responsibility in Implementing Change For change to be successful, a conscious well thought out project management approach should be taken.

Managers should think the change through creating a vision, and strategy of what the plan is going to consist of (2005). First on the agenda for management should be to create a checklist on the planning and implementation of the change to take place. Management should consider job content, responsibility, new-unknown-tasks, new methods of working, new skills, new relationships, threats to security, new training, and retraining (2008). Management should share information about the change to as many as possible allowing for suggestions, input, and differences.

Once information is delivered to all the participants in the change the project should be broken down into manageable areas, which will minimize surprises (2008). Standards and requirements about the change should be made clear, and management should be honest if any downsides are apparent with the change. Other important factor managers should obtain the right people involved in implementing the change. This includes recognizing the needs of staff and if conflict should arise it should be dealt with in a positive manner (Porter-O’Grady & Malloch, 2007).

Furthermore, managers should give direction without coming off like a dictator and by involving everyone commitment and trust is earned. Once managers have earned the trust of individuals the easier it is to create a blame-free culture of empowerment and pushing down decision-making, but clarifying decision- making boundaries (2008). Once a manager has appointed an individual who has a proven track record, built the right team, and developed a plan of how the organization can benefit at the end. With this change staff members that’s resistant to the change as of why urgency exists in making the change (2008).

Managers and Handling Staff Resistance to Change The only thing constant and certain is changed and as the saying goes “If it is not broke, don’t fix it. ” However, individuals who have become accustomed to his or her schedule and do not like to deviate from the plan can become panicked when an organization want so implement change. In actuality, convincing people of the need for change is a complicated, sensitive business, which can seem odd if the change is thrown at people with little or no warning (2008).

Resistance to change in the workplace is common and more likely to happen when employees believe no choices have been given and some individuals think the change may result in the loss of something important. Before a widespread panic occurs managers should get the employees involved with the change. If an employee is involved in the planning and implementation of change, he or she will be valued and more likely to be motivated to make the change successful (Noe). It’s important for managers to have clear communication which an employee will have choices in the change and where no choices can be given.

As with anything communication is a key element in helping employees adapt to change, and the manager should be prepared to stress the importance of change and the benefits for the organization (n. d. ). One good technique for a manager to use in helping employees deal with change is allowing the employee to express his/ herself however, the manager should not have to constantly dispute why the change is taking place (n. d. ). Managers should encourage employees to work through his or her feelings and be an avid listener about what the employee has to say.

In order for employees to jump on the change train involvement and communication are key elements. Steps of the Change Process As in any change processes have to be gone through to ensure good results. The first step would be in assessing the change to see the benefits and the downfalls that may happen. One reason for assessment is to see the value of the of a project, assess process improvement from organizational change in the areas of resource, use and allocation, how long it will take to make the change, and if the change will reduce cost (Sangjae & Hyunchul 2008).

By assessing a change this is a good approach to use for identifying other processes that may lead to better organizational implementation. Another step in the change process is the planning stage where this step does not always flow in one direction because issues may arise that will cause the team to revert back to an earlier step to fix the problem. The next step is the implementation process. To implement the change total the organization should be in agreement and the right people should be in the right place and have the skills to implement the change.

An announcement should be made with enthusiasm to the organization so as not to intimidate employees reluctant to the change. However, just because a change is implemented this does not stop the planning process because as stated above issues arise where the team may have to take a step back to correct the problem. The final step in the change process is evaluating the change. The desired outcome for evaluating the change would be to alter and expand on the total proposes and improves the effectiveness of the change.

In today’s economic times organizations continue to make changes to improve. Although change can be hard on some employees as long as the manager communicates and involves the employees with the change this will make the transformation easier. The one thing that can be relied on is change is the only thing constant.


Noe, D. P. , (n. d. ). Helium, Master in Corporate Communication. Tips for change management. Retrieved from http://www. helium. com/items/1263997-change-management-tips Moore, M. (July, 2008). Improvement and Innovation. Com. Implementing change: al leadership checklist. Retrieved from www. improvementandinnovation. com Pink Elephant, (2005). Top 10 things managers should know about implementing ITIL. Retrieved from http://jdcmg. isc. ucsb. edu Porter-O’Grady, T. & Malloch, K. (2007). Managing for success in health care. St. Louis Mo: Mosby, Elsevier. Sangjae, L. & Hyunchul, A. (2008). Information and Management Assessment of process improvement from organizational change. Volume 45, Issue 5, pp 270 – 280. Retrieved from http://portal. acm. org/citation. cfm? id=1379491

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