This phase includes creating a readiness for change in your client organization and developing approaches to overcome resistance to change. General guidelines for managing this phase include enlightening members of the organization about the need for change, expressing the current status of the organization and where it needs to be in the future, and developing realistic approaches about how change might be accomplished.
Organization leaders need to recognize that people in the organization are likely to resist making major changes for a variety of reasons, including fear of the unknown, inadequacy to deal with the change and whether the change will result in an adverse effect on their jobs. People need to feel that their concerns are being heard. Leaders must widely communicate the need for the change and how the change can be accomplished successfully. Leaders must listen to the employees – people need to feel that the approach to change will include their strong contribution and ongoing involvement.
Leaders in the organization must articulate a clear vision that describes what the change effort is striving to accomplish. Ideally, people in the organization have strong input to the creation of the vision and how it can be achieved. The vision should clearly depict how the achievement of the vision will improve the organization. It is critically important that people believe that the vision is relevant and realistic. Having a vision is one of the most powerful components to achieve change and future success.
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All successful organizations have visions of what would they want to see in the future. The key is having a clear vision and having it in place. This is so important in knowing where they are and where should they go in the future run. The key also in a having a successful organization is having strategic visioning or preparation for the future that provide a direction and meaning to everyday activities of the organizations. Research indicates that cynicism is increasing in organizations in regard to change efforts.
People do not want to hear the need for the latest “silver bullet” that will completely turn the organization around and make things better for everyone all the time. They want to feel respected enough by leaders to be involved and to work toward a vision that is realistic, yet promising in the long run. Often the vision is described in terms of overall outcomes or changes to be achieved by all or parts of the organization, including associated goals and objectives to achieve the outcomes.
Sometimes, an overall purpose, or mission, is associated with the effort to achieve the vision, as well. Knowing that the only thing that is permanent and thing that is constant within this world is change. In the present day there are inevitable growth in modernization computers are widely use technologies are more advance and this changes have largely affect people from generations as change continually takes its place. Change involves the creation of new ideas and adaptation of it.
In today’s rapidly changing environment the demand for the use of some advance technologies and utilizing change management tools and techniques are highly increasing. Organizations have become challenged to apply this use of technologies due to increasing demand for value-added products by consumers that why they become encourage to develop this change management technique. These changes in management technique imply some process of communication, training, process analysis and profound thinking for the future growth of the company and for its competitive environment.
This technology techniques and strategy had driven change in management. Change management is one approach in which organizations gets to its vision and having a clear vision change management facilitate its journey. Therefore creating change has started in creating a vision for change. Along with, every individual involves are being empowered to make that vision all possible. Change management includes techniques to enable every individual acquire their desired change, future state and their vision.
And this technique that company implies regarding this matter was providing every individuals or what they called change agents a total system approach making it a reality and a future oriented. Having a clear vision is the start of management change procedure. If organizations has a clearly said vision they can start educating everyone apply their developed techniques and approach, make plans as well s developing all those plans and providing change and practices. Organizational change in general involves some threat and risk, real or perceived or personal lost for those involved.
This treat may vary from some job security to imply the disruption of n established routine. Furthermore, there maybe trade offs between the long and short runs. As an individual, I may clearly perceive that a particular proposed changed, in long run, are in the best interest. And may be very interested on seeing it happen yet it maybe having short concerns that lead to oppose some particular aspects of the change or even the entire change project. Organizations sometimes say that developing intent and target principle is worthless for the company.
Because they believe that it not necessary and even needed to create one for they already have their purpose. Which was more often “to create more investments, money”. Making money of course is really important but what would happen in the long run will of course distract organization competitive advancement. Every organization should carry a deep purpose that expresses their reasons for existence. For example, to provide a communication tool which was originally tied from the vision of Graham Bell.
Many members may sometimes appear this vision difficult to understand but in the long run they may become aware on it and must focused on achieving the desired ends and make things possible and create that vision in reality.
Lorenzi, N. & Riley, R. (2000) Managing Change Retrieved December 13, 2007 fromhttp://www. pubmedcentral. nih. gov/articlerender. fcgi? artid=61464 Themanager. org. (26 December 2007) Management - Change Management. Retrieved December 13, 2007 from http://www. themanager. org/Knowledgebase/Management/Change. htm
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