MANAGING PEOPLE

Managing people



Managing people

Introduction

In this paper we would be discussing change and its influence on employees apart from this we will be critically evaluating the statement,

'Change is inevitable. Organizations have to adapt their HRM activities between short-run responsiveness and long-run agility, which can result in tensions between employers and employees.

Change is an essential component in life, for an individual to progress. Change is especially important within an organization for its survival in the competition, in the industry. A planned change is made with an intention of making the organization more efficient and effective. However, the organization faces a lot of resistance due to this change from the employees (Lockyer, Scholarios, 2004, p.125). The employees foresee potential threats and problems for them in the future which is why they do not want the change to be implemented. Hence, the readiness for change from all the employees of the organization is a vital component to successfully implement the change. Different components are contributed to effectively implement the changes in the organization. Readiness for the change is the most important component for the implementation of the change within the organization. The other components of the change, in accordance to the researches, include vision for change, mutual respect and trust, change initiatives and more. There are different theories and models designed for the implementation of the change within the organization. For the successful implementation of the change, the effectiveness and will of the leader plays a significant part. This paper, discusses the need for change to its implementation in the organization keeping gin view the vision of the organization (Kenny, 2006, p.323).

Organizational Change management

Change management pertains to describe those areas or places in an organization where changes (either in reporting, workload management or personnel relationship) could significantly improve the performance of the employees and simultaneously create a more effective and efficient production machine.

Planned change is usually a solution to a problem, or a result of dissatisfaction with the status quo. Planned change is usually triggered by the failure of people to create continuously adaptive organization. Oftentimes, planned change initiatives focus on just surface-level changes, essentially leaving organizational assumptions, values, and beliefs unexplored. There are many change models that are used to aid practitioners in implementing change. These models can be broken into two types of change theories or approaches that organization can use: radical and incremental. Within each of these approaches there are various models and/or processes (Lee, 2008, p. 9).

Radical change approaches include, but are not limited to Six Sigma, quality function deployment, and re-engineering. Radical change models are used to jump-start an organization and are also used when a culture change is required. In a traditionally Midwestern family business atmosphere, change is likely to be more heavily resisted than in other organization because the feelings surrounding the change tend to be deeper and more intense, and previous research shows that family values, goals, and relations deeply influence strategic change in family-oriented firms (Worley, Cummings, 2001, ...