MANAGING CHANGE AND CHANGING MANAGERS

Managing Change and Changing Managers

Managing Change and Changing Managers

Introduction

Managers across the country are expected to adapt to changing conditions and identify methods for achieving expected outcomes. Changes such as, reductions in workforce, labor negotiations, consolidation of government services, and reductions to the services provided are options that are discussed in a format. Understanding that significant economic challenges are forcing to modify their models of service delivery, managers are placed in a dynamic role that is contrary to the expected. Managers rarely play a leading role in policy development, but they are not altogether missing either….rather the institution supports the enforcement decision that was made by an individual somewhere within the policymaking system (Hicklin & Godwin, 2009, p.14). Facilitating organizational changes in response to external pressures, such as a down turned economy, requires the consensus of involved stakeholder and the reactions and perceptions of those involved and which can hinder any success. Understanding those perceptions prior to implementing any change efforts may help to promote the success of future efforts.

Purpose of the Study

The purpose of this study was to explore the perceived critical skills needed by leaders for the implementation of a change management effort in one large organization as the result of the economic challenging. The researcher solicited information from elected officials about what they perceived were critical skills for leaders within the organization for instituting change.

Discussion

The concepts of muddling through and management efforts such as TQM (Total Quality Management) and NPM (New Private Management) can be included in the concept of managing change. “Change is the departure of the status quo” (Rothwell, Stavros, Sullivan & Sullivan, 2009, p. 23). Rothwell et al, cites Golembiewski (1990) who defines change as three different levels: Alpha change, most closely linked with incremental change efforts, including a state of constant progress. Beta change implies that change is progressive and includes a change of measurements and evaluations along the way as a result of those affected realizing the change effort while it is happening. Gamma change describes a significant departure from the beginning to the end of the change effort (cited in Rothwell et al, 2009). Rothwell et al. (2009) goes on to explain additional change effort descriptions identified.

Transitional change does not require a change but simply a different outcome. Transformational change, which is the change effort that is closest to the purpose of this study, involves “the most complex change facing organizations today” (p. 23). Transformational change requires the organization to modify culture in order to realize a successful change effort. The Following diagram depicts a visual representation of how the researcher approached the study utilizing the concepts of Change Management, Muddling through TQM, NPM, and their relationship. The model identifies common management and decision-making strategies typically used in public management, and how those strategies are interconnected.

Employees sometimes fail to see the need for change or adopt the skills necessarily to ensure successful integration of the change. The reason is most likely due to the effect of ...