The actual path of change initiated by timely directors of the manager is the course of achieving the current state.

In change management initiatives that failed the following were cited as reasons for lack of success in the organizational change process:

1. Managers who were unwilling to assign the needed resources to the project or would not allow their representative adequate time to participate

2. Managers who filtered out important messages or started negative conversations about the change

3. Employees who became distracted and lost interest in their current work responsibilities thereby impacting overall productivity and customers

4. Valued employees who left the organization

5. More people taking sick leave or not showing up for work

6. Unforeseen obstacles to the change that seemingly appeared from nowhere

7. A lack of funding for the change (Hiatt & Creasey, 2005)

Supporting Employees through the Organizational Change

Critical in the success of change is the establishment of communication and consultation processes. This is accomplished through providing information on changing policy, planning management strategies for service delivery. Included is employee representation in the design, implementation and evaluation stages, as well as the provision of training to enable employee representatives to contribute to the process and providing training to representatives of the employee group for contribution to the process. To effectively match employee skills to the new units of work it is vital to have a record of employee skills that is accurate therefore a skills analysis of each employee is critical. The provision of employees training for meeting the requirements of new roles in the organization is very important and requires providing "targeted training and development to assist them to perform effectively. Further stated is the advice that "managers factor training and development issues into the plan at the earliest possible stage. Training should be formulated from the skills analysis and the development of objectives and specifications to guide trainers to prepare and deliver training programs. Employee participation in the organizational change will effectively ease the tensions as well as the inherent fear of the change process.

Development of Action Steps

The reason for this enforcement is the necessity of a well-laid plan being followed because without a carefully structured process the change of management will quickly become a scene of chaos and possibly one of disaster.
Stated in the work entitled: "Executive Leadership during Organizational Change: A Bi-Cycle Model" is that "Executives, in circumstances of change, must identify (empathize) with the people of the organization as much as the employees must identify with the leader and the vision. Frequent and open interaction among the executives and others in the organization is an effective way to help this process take place." (Bastien, et al., 1991) Further stated in this work is that, "Leading under conditions of organizational change is analogous in many ways to the operation of a bicycle. A driving mechanism (the visionary process) such as a sprocket, serves as a source of energy. Support mechanisms (the participative and transactional cycles), the wheels, enable energy to be transformed into movement and momentum for change. To maintain progress, each part needs to cycle over and over again.

Summary and Conclusion

Careful and diligent planning as well as structured and dedicated implementation of organizational change management will result in the organization whose employees possess ownership in the change, are able to communicate during and through the change with management and ultimately culminates in the companies smooth transition. It is critical that management gain cooperation as well as the collaborative effort of company employees who in reality have the most power in the success of the company's organizational change process.

References

Supporting Employees Through Organizational Change (1999) How to Guide. Queensland Health.

Bastien, et al. (1991) Executive Leadership during Organizational Change: A Bi-Cycle Model - Human Resource Planning, Vol. 14, 1991.

Changing Models of Care Framework (2000) Queensland Health Change Management - Queensland Government.

Hiatt, Jeff and Creasey, Tim

Change Management: the people side of change Adjunct Faculty, Regis University

John Hopkins Hospital Merger