Motivators are key to implementing organizational change as they orient the actions of the individuals within the organization.
Kotter and Schlesinger (2008) outline the four main points of resistance to change: "a desire not to lose something of value, a misunderstanding of the change and its complications, a belief that the change does not make sense for the organization, and a low tolerance for change in general." To this I would add a fifth reason -- that the change is genuinely bad. Given the questionable quality of management, there may have been past change programs that failed miserably, stoking resistance to this change. No matter the reason, the way to address this is through education and communication. The different parties need to understand why the current system does not work, what the change is, what the objectives of the change are and how the change will affect each department. This may not entirely remove resistance to change, but a transparent communication process will help ameliorate some of the most virulent resistance.
Communication is a critical component of the plan because until now, communication channels have been poor or non-existent. The different department representatives only meet once per week, and tend to focus their discussion in petty procedural issues rather than focusing on strategic issues. Under the new paradigm, new channels of communication will be opened and new dialogue will be directed by team leadership.
Leadership is another critical element that must be mentioned. As difficult as the team members are at present, they are largely the product of an environment that encouraged such behavior. In order for any organizational change effort to work, it must have the full support of senior management. Indeed, it is recommended that senior management take a direct role in the change process. If it does not appear that there is managerial support, then a lack of commitment from the lower-level employees and managers is going to follow. I would bring at least one member of senior management, preferably the CEO, directly into this change process. I will guide the process, but the symbolic value of the CEO's presence is necessary to ensure the full...
Manufacturing Seven Key Elements for Successful Implementation Norman Binette, Jr. Biddeford, Maine Manufacturing organizations are built on the premise that they possess the ability to provide a wide variety of quality products for their customers. This reputation is dependent upon the constant review of existing processes and the identification of new and innovative methods of production that will enhance and increase the diversification of product lines. One such process that has proven itself
Factors that affect an organization's capacity and willingness to change need to be examined and exploited. Organizational culture, which is a set of shared values and assumptions that are followed by the members of an organization, plays an important role in affecting the attitude of an organization to change. If an organizational history has been unwelcome to change in the past, it is highly unlikely that an organization will be
Companies such as XYZ Widget Corporation are well situated to take advantage of burgeoning markets in developing nations, particularly in Asia and Africa. 2. XYZ can grow its business by expanding its operations to certain developing nations in ways that profit the company as well as the impoverished regions that are involved, particularly when marketing efforts are coordinated with nongovernmental organizations operating in the region. 3. Several constraints and challenges must
Conflict Resolution in the Middle East History of the ARAB-ISRAELI conflict The Palestinian Arab and Jews rivalry is of recent origin that started on the eve of 20th century. Even though both of them have different religions the religious diversity is not considered to be the reasons of such rivalry. This is necessarily a struggle over the territory. The territory claimed by both the groups till 1948 was known as Palestine. However,
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