* Implementing change in any organization is extremely complicated, however having a manager know the role and responsibilities they are to meet could be the difference between success and a failure. The manager must know the distinct difference in the areas that are to be changed, and how to go about handling staff resistance. Using processes like assessment, planning, implementation and evaluation help management assist staff in adjusting to change and focus on the areas of importance. A manager’s role in implementing change with little disruption to the staff is the difference between a successful manager and failed organization.
* The role a manager takes in any company when implementing change has to be aware of the three distinct categories that could be changed. First there is change in people; this is how people relate to each other and how implementing a change would affect how the organization functions more effectively. To do this the manager must relay to the staff why the change is necessary to the organization. “The explanation must be detailed enough to encourage a personal investment on the part of the staff for the success of change” (Ezine). A area of weakness in this management role to be aware of is, just because you as the manager sees the picture and the goal you are trying to achieve, does not mean everyone else can see it as well. In order to implement a successful change everyone must see and understand the same picture and how it will benefit not only the organization but themselves. People respond positively to change and with enthusiasm if it benefits them and they are included in the change process. The second area where change can occur in an organization is in the processes, this is the area that deals with the way things are done and handled in an organization. A manager should remember that no one knows the need to change a process better then the people who actually use them day to day. It’s important to involve the individuals that changing a process will affect and receive the feedback from them this will give a manager a sense of if the change has worked positively or has failed and a new approach is necessary. Lastly is the change of equipment, this is when as a manager and organization you and your staff stays up to date on the equipment that runs your organization. This is one area that should continuously be addressed and updated, for it proves to be the most expensive and critical to a successful organization. Having outdated equipment or equipment that cannot be updated could mean that an organization has to completely shut down if something goes wrong which would hinder business as well as be costly. Also not having the option to repair a part because it no longer exists could cause an organization to fail. So tending to equipment updates and replacing models regularly could save an organization an incredible amount of money and time. As a manager trying to implement change in any of the three categories it’s important to know which you would like to implement first. As long as all three categories are not lumped together, a manager can implement changes with minimal disruption and little staff resistance.
* In every organization a manager encounters staff resistance, however knowing how to handle and produce a positive outcome determines how successful a manger an organization hired. Common staff resistance to change obstacles could include; a lack of understanding what is driving the change, employee morale issues, communication breakdowns, insufficient training, employee turnovers, or budget restraints. How a manager to reacts to this obstacles determines whether an organization overcomes them or fails. To address employee resistance the manager must address and explain the rationale behind the change, as well as incentives. Correcting employee morale issues, a manager has to address concerns, and anticipate employee’s fears, as well as establish a