This is when employees show their true colors and express the feelings of resentment and disappointment that they have held within their hearts. In managing change, the employees become the 'bosses' and superiors assume the role of observation and guidance. Workers take the center stage role and they are the 'managers' of the implementation process. This turn of events from the 'traditional' way of managing employees gives out lessons to the management. Lessons that can be learned from change management are;
Workers control the change process
If employees can display self-initiation while in the workplace, then they can as well be termed as 'managers'. Employees are the driving force for the business performance. They are the main assets in an organization. Workers' decisions are equally important as managers and at times, the subordinates' decisions outweigh the managers'.
During change management, managers have to accept what the employees are demanding and should not impose change management. This can turn to be catastrophic when staff members pretend to accept change only for the management to implement it and later on ‘down their tools'. The business incurs loses in time, money and waste of resources.
Managers should be flexible in change management
Management is not only about being authoritative and enforcing rules and regulations. The managers should have different 'faces'. At times, they are tough and 'stone-faced' and on other times they are 'jovial' and interactive with the workers. This is because, there are times when managers need to convince but not compel employees to do a certain task. This requires the managers to bend low and listen to the views of the workers.
Change adversely affects employees' well-being
Change creates fear within the workers and that is why they resist it. The workers feel that they may lose their jobs; others assume that they will not be able to deliver to expectations. There is lack of confidence and a lot of misconception about change. In fact, the greatest insecurity for the employees is withstanding change. Some employees even resign when change is announced. This is a coward and out of ill-advise.
Change should be facilitated not enforced
The secret behind implementing change successfully is to win the support of the employees. The Workers need to be left to find their way of coping with change. Enforcing change can aggravate the situation as the employees pretend to accept it only to resist later.
Change should be properly communicated
There are two aspects to consider while communicating change. One, it should be announced to the workers in advance to enable them have a recap and begin evaluating possible ways to cope with. Secondly, during the planning and implementation, the managers should closely and personally interact with the workers to gain their support. This means that managers can move round the workplace explaining and elaborating the aspects of change to workers.
A face-to-face communication is preferred. Managers are able to answer to issues posed by the staff. Sitting in the office and using memos and notices to communicate to the subordinates is not only ineffective but also frustrating to the managers. Workers respond with disregard and out of ill-intend to make the whole process a flout.
In a nutshell, when handling workers during change management, managers should bear in mind that there comes a time when the employees take control of the workplace. It is during this time that the workers can really frustrate managers, especially those that have maintained a hard-stance and authoritarian kind of management. Manager who mistreat employees have daunting moments during this time and it would be appropriate not to 'test' how workers can respond to ill-feelings that have manifested for a long time.
5 Lessons Managers Should Learn From Change Management
The shift from the conventional employee-manager relationship in the workplace during change management signals that surely the management cannot survive without the workers support. Indeed, managers should ensure that they maintain a mutual relationship with staff in order to gain support and respect. It must be pointed out that, it would be difficult for the 'hard-lined' and autocratic managers to initiate a process of change management in an organization.
This is when employees show their true colors and express the feelings of resentment and disappointment that they have held within their hearts. In managing change, the employees become the 'bosses' and superiors assume the role of observation and guidance. Workers take the center stage role and they are the 'managers' of the implementation process. This turn of events from the 'traditional' way of managing employees gives out lessons to the management. Lessons that can be learned from change management are;
Workers control the change process
If employees can display self-initiation while in the workplace, then they can as well be termed as 'managers'. Employees are the driving force for the business performance. They are the main assets in an organization. Workers' decisions are equally important as managers and at times, the subordinates' decisions outweigh the managers'.
During change management, managers have to accept what the employees are demanding and should not impose change management. This can turn to be catastrophic when staff members pretend to accept change only for the management to implement it and later on ‘down their tools'. The business incurs loses in time, money and waste of resources.
Managers should be flexible in change management
Management is not only about being authoritative and enforcing rules and regulations. The managers should have different 'faces'. At times, they are tough and 'stone-faced' and on other times they are 'jovial' and interactive with the workers. This is because, there are times when managers need to convince but not compel employees to do a certain task. This requires the managers to bend low and listen to the views of the workers.
Change adversely affects employees' well-being
Change creates fear within the workers and that is why they resist it. The workers feel that they may lose their jobs; others assume that they will not be able to deliver to expectations. There is lack of confidence and a lot of misconception about change. In fact, the greatest insecurity for the employees is withstanding change. Some employees even resign when change is announced. This is a coward and out of ill-advise.
Change should be facilitated not enforced
The secret behind implementing change successfully is to win the support of the employees. The Workers need to be left to find their way of coping with change. Enforcing change can aggravate the situation as the employees pretend to accept it only to resist later.
Change should be properly communicated
There are two aspects to consider while communicating change. One, it should be announced to the workers in advance to enable them have a recap and begin evaluating possible ways to cope with. Secondly, during the planning and implementation, the managers should closely and personally interact with the workers to gain their support. This means that managers can move round the workplace explaining and elaborating the aspects of change to workers.
A face-to-face communication is preferred. Managers are able to answer to issues posed by the staff. Sitting in the office and using memos and notices to communicate to the subordinates is not only ineffective but also frustrating to the managers. Workers respond with disregard and out of ill-intend to make the whole process a flout.
In a nutshell, when handling workers during change management, managers should bear in mind that there comes a time when the employees take control of the workplace. It is during this time that the workers can really frustrate managers, especially those that have maintained a hard-stance and authoritarian kind of management. Manager who mistreat employees have daunting moments during this time and it would be appropriate not to 'test' how workers can respond to ill-feelings that have manifested for a long time.
This is when employees show their true colors and express the feelings of resentment and disappointment that they have held within their hearts. In managing change, the employees become the 'bosses' and superiors assume the role of observation and guidance. Workers take the center stage role and they are the 'managers' of the implementation process. This turn of events from the 'traditional' way of managing employees gives out lessons to the management. Lessons that can be learned from change management are;
Workers control the change process
If employees can display self-initiation while in the workplace, then they can as well be termed as 'managers'. Employees are the driving force for the business performance. They are the main assets in an organization. Workers' decisions are equally important as managers and at times, the subordinates' decisions outweigh the managers'.
During change management, managers have to accept what the employees are demanding and should not impose change management. This can turn to be catastrophic when staff members pretend to accept change only for the management to implement it and later on ‘down their tools'. The business incurs loses in time, money and waste of resources.
Managers should be flexible in change management
Management is not only about being authoritative and enforcing rules and regulations. The managers should have different 'faces'. At times, they are tough and 'stone-faced' and on other times they are 'jovial' and interactive with the workers. This is because, there are times when managers need to convince but not compel employees to do a certain task. This requires the managers to bend low and listen to the views of the workers.
Change adversely affects employees' well-being
Change creates fear within the workers and that is why they resist it. The workers feel that they may lose their jobs; others assume that they will not be able to deliver to expectations. There is lack of confidence and a lot of misconception about change. In fact, the greatest insecurity for the employees is withstanding change. Some employees even resign when change is announced. This is a coward and out of ill-advise.
Change should be facilitated not enforced
The secret behind implementing change successfully is to win the support of the employees. The Workers need to be left to find their way of coping with change. Enforcing change can aggravate the situation as the employees pretend to accept it only to resist later.
Change should be properly communicated
There are two aspects to consider while communicating change. One, it should be announced to the workers in advance to enable them have a recap and begin evaluating possible ways to cope with. Secondly, during the planning and implementation, the managers should closely and personally interact with the workers to gain their support. This means that managers can move round the workplace explaining and elaborating the aspects of change to workers.
A face-to-face communication is preferred. Managers are able to answer to issues posed by the staff. Sitting in the office and using memos and notices to communicate to the subordinates is not only ineffective but also frustrating to the managers. Workers respond with disregard and out of ill-intend to make the whole process a flout.
In a nutshell, when handling workers during change management, managers should bear in mind that there comes a time when the employees take control of the workplace. It is during this time that the workers can really frustrate managers, especially those that have maintained a hard-stance and authoritarian kind of management. Manager who mistreat employees have daunting moments during this time and it would be appropriate not to 'test' how workers can respond to ill-feelings that have manifested for a long time.
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