Implementing Change
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Implementing Change
Te’Neidra Smith
University of Phoenix
September 26, 2011
HCS/475
Implementing Change
The traditional management structure does not allow for the development of the kinds of relationships essential for good management leadership of teams (Porter-O’Grady & Malloch, 2007). Usually leadership needs to be retrained to assume a much more active and facilitating relationship rather than a superior and directing relationship traditionally found in the manager role (Porter-O’Grady & Malloch, 2007). This leadership program helps the individual leader tap into interpersonal relations skills, mentoring and monitoring behaviors, relational and directional problems, and mechanisms for advancing innovative practices within the team (Porter-O’Grady & Malloch, 2007). In this paper, the author will describe the manager’s role and responsibility in implementing change within the department, how should a manager handle staff resistance to change, and define each step of the change process, which consists of assessment, planning, implementation, and evaluation (University of Phoenix, 2011, Week Two Supplement).
If a manager wants to successfully implement a change to his/her employees, the manager needs to bring the ideas to them and get their feedback. The employees will need to know how it will benefit them and how it will affect their daily work. Change is inevitable, if not always welcome. Change is necessary for growth, although it often produces anxiety and fear (Sullivan & Decker, 2009). Even when planned, it can be threatening and a source of conflict because change is the process of making something different from what it was (Sullivan & Decker, 2009). Even when change is expected and valued, a grief reaction still may occur (Sullivan & Decker, 2009). The manager’s role is to continue to monitor and assist the employees in any way to make the change work. Sometimes when a manager wants to make changes within the company, it is kind...
Te’Neidra Smith
University of Phoenix
September 26, 2011
HCS/475
Implementing Change
The traditional management structure does not allow for the development of the kinds of relationships essential for good management leadership of teams (Porter-O’Grady & Malloch, 2007). Usually leadership needs to be retrained to assume a much more active and facilitating relationship rather than a superior and directing relationship traditionally found in the manager role (Porter-O’Grady & Malloch, 2007). This leadership program helps the individual leader tap into interpersonal relations skills, mentoring and monitoring behaviors, relational and directional problems, and mechanisms for advancing innovative practices within the team (Porter-O’Grady & Malloch, 2007). In this paper, the author will describe the manager’s role and responsibility in implementing change within the department, how should a manager handle staff resistance to change, and define each step of the change process, which consists of assessment, planning, implementation, and evaluation (University of Phoenix, 2011, Week Two Supplement).
If a manager wants to successfully implement a change to his/her employees, the manager needs to bring the ideas to them and get their feedback. The employees will need to know how it will benefit them and how it will affect their daily work. Change is inevitable, if not always welcome. Change is necessary for growth, although it often produces anxiety and fear (Sullivan & Decker, 2009). Even when planned, it can be threatening and a source of conflict because change is the process of making something different from what it was (Sullivan & Decker, 2009). Even when change is expected and valued, a grief reaction still may occur (Sullivan & Decker, 2009). The manager’s role is to continue to monitor and assist the employees in any way to make the change work. Sometimes when a manager wants to make changes within the company, it is kind...