Change Work and Diversity

Managerial challenges in implementing changes and management skills required for dealing with such issues

One of the first key challenges a manager is faced with when implementing change is the resistance from employees. When people are presented with a new process, technology or management structure, the inclination to resist is both behavioural and social in nature (Sweers and Desouza, 2010). As a result, managers must perform very good communication skills when informing employees about their new vision. This will help employees feel like their job is secure. This should include giving employees regular appraisals. Change will be able to happen when healthy leadership has been created in the organisation. Being led well will make the employees more open to change. The key to success in the initial stage is to engage the community in a collaborative process of jointly developing and implementing strategies for achieving the goals and desired outcomes (Levasseur, 2009).

Whilst an organisation is beginning to create changes within the company, they must also realise that their employees are also dealing with other responsibilities in their day to day lives. If line managers and staff have to deal with changes to their work or the systems they use, as well as other responsibilities, they will further resist, resulting in a great decrease in morale. All 3 types of resistance (Affective, behavioural and cognitive) could result in the lowering in motivation for the workplace for employees, and in turn a lower job satisfaction. Lower staff morale could lead to a lower job satisfaction, and after time this could force employees to leave the workplace, increasing staff turnover. It could also cause staff to immediately leave once change is implemented, in a strike-like action to avoid being part of the change in which they feel strongly against (Sirkin, Keenan and Jackson, 2005).

Managers can often underestimate the role that is played by employees during the transformation of the organisation. This can lead to a lack of communication, communicating too late or inconsistently. In order to prevent any misunderstanding during the change process, there needs to be transparent communication. This will help each employee have full awareness of the process, for example, what they need to do and also how it will affect them (Sirkin et al, 2005).

High levels of organizational skills are needed to manage and plan the change effectively. A clear and analysed plan will decrease the chance of errors and problems during the change will also reduce the chance that employees will be affected by mistakes (Chamberlain, 2010). As a result, the trust that employees have with their managers will become stronger (Chamberlain, 2010).

References:

• Chamberlain, L. (2010). Eight key skills for effective change management for line managers. Personnel Today. Retrieved on: 22rd Feb 2016. Retrieved from: http://www.personneltoday.com/hr/eight-key-skills-for-effective-change-management-for-line-managers/
• Levasseur, R. E. (2009). People skills: Implementing strategic goals--A change management perspective. Interfaces, 39(4), 370-372. doi:10.1287/inte.1090.0439
• Sirkin, L, H., Keenan, P. & Jackson, A, (2005). The Hard Side of Change Management. Harvard Business Review. Retrieved on: 22rd Feb 2016. Retrieved from: https://hbr.org/2005/10/the-hard-side-of-change-management
• Sweers, N. D., & Desouza, K. C. (2010). Shh! it's vive la résistance. Journal of Business Strategy, 31(6), 12-21. doi:10.1108/02756661011089035