Leading successful changes in your business: Peakmake - A new model combining change management and change leadership
:
Edward Darnell
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Leading successful changes in your business: Peakmake - A new model combining change management and change leadership
:
Anchor Academic Publishing
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9783954895359
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1
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CHF 22.30
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:
Management
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English
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48
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kein Kopierschutz/DRM
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PC/MAC/eReader/Tablet
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PDF
This text begins with an intense study of how changes are viewed within a business from three points of view. This study involved surveys and interviews involving employees, managers, and leaders (or upper management). The information that resulted from these sources were compiled and analyzed. Then the various forms of change management and change leadership theories were explored to produce a new model to provide a successful means to achieve successful changes within the workplace. This new model combines effective forms of both change management and change leadership into a single comprehensive, adaptive, and simple pathway which can be used to eliminate employee resistance before it even begins - giving your change efforts a greater chance to succeed with its implementation. This method also improves the ability to sustain the change. This process also makes it possible to make adjustments to the original plan so that the best solution possible can be applied within the workforce, thus improving the competitive advantage you would gain from the change even further.
Text sample: Kapitel 3.2, It's the perception, stupid!: No matter what is done, there is no one who will see a situation exactly like someone else. Different people will see the same thing in a dissimilar manner even if they are observing the same thing at the exact same time. (13, pg.75) Also, the individual who sees something at one point in time might see it in a diverse manner at a separate point in time. To put it simply, everyone sees things in a different manner. They might not perceive the change as either important or necessary. It is imperative that the employee perceives the significance of the issue. Perception also plays a role in other things, such as training levels or appreciation. Managers could see the level of training they provide as being sufficient, but the employees perceive a deficiency. Several of the issues revealed in the survey results could actually be nothing more than the differences in how employees perceive an issue compared to the managers. We need to work to make sure that the various perceptions are in line with each other to reduce what might be viewed as being resistance. 3.3, 'I don't have a clue.': Another big problem occurs when employees are not properly informed about the details of issues within a workplace. It may seem silly to quote a Saturday morning cartoon public service announcement, but literally 'knowing is half of the battle'. I can personally relate to this situation, since my position was as a night shift weekend employee. I rarely saw any of the managers. There were many times where changes came down throughout the week. Yet, I never knew anything about them until after the affected situation occurred. The information was never communicated to me. It may seem simplistic. But the fact is, if you do not know about something there is no way you can be a positive force towards a successful change. (14, pg. 20) The employees involved in whatever is to be changed need to be properly informed about the details involved with the changes. Otherwise there is no chance for the change to become successful. 3.4, What are we supposed to do?: Imparting knowledge is not enough. It is possible for the changes to be appropriately communicated so that the employee fully knows the details. However, they may lack the actual skills to see a change through. An employee can agree with the change and be totally behind the change. But, without the proper skills the employee will not be able to do what is necessary to successfully achieve the change. In short, we must provide adequate training for the employees so that they have the necessary skills to perform the steps essential to making the change a success. (15, pg.351)
Leading successful changes in your business: Peakmake - A new model combinging change management and change leadership
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Contents
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1 Introduction
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1.1 Change Management
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1.2 Change Leadership
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2. Responses of the three levels of employees
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2.1 Employee Survey Results
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2.2 Manager Survey Results
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2.3 Leader Survey Results
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2.4 Interpreting the survey results
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3. Is it really resistance?
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3.1 Hello! Is anybody listening?????
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3.2 It's the perception, stupid!
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3.3
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3.3
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3.4 What are we supposed to do?
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3.5 Why should I?
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3.6 Not everything a manager sees as resistance is really Resistance.
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4. Forming the plan.
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4.1 A new model: PEAKMADE.
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4.1.1 P. for the problem
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4.1.2 E. stands for employee involvement.
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4.1.3 A. Awareness
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4.1.4 K. stands for knowledge
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4.1.5 M. - the Message.
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4.1.6 A. give them the Ability.
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4.1.7 D.=DO IT!
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4.1.8 E. means to Encourage feedback and Evaluate the results.
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5. Conclusion
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Sources
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Appendix A) Change and Organization. Methods, Models and Theories (A-Z)
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Appendix B: Blank Survey Sheets.
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