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Accordingto Rao (2015), any leader who opts for changes always knows how toget the correct changes and make them more efficient, both inside andoutside the organization. It is important to note that organizationsexperience birth, growth, expansion, declination, and death. Changemanagement usually involves affecting the reform in a systematic,structured, and sequential way to transform the business particularlyfrom uncertainty to certainty. Change management, therefore, demandsprinciple-centered and value-based leadership to achieve theorganizational transformation meritoriously.

Changeis essential because individuals change with changing circumstancesand the new technologies which affect their social, professional andpersonal lives, this also happens to the businesses. Change is veryindispensable for growth since without change creativity, andinnovation cannot be enhanced, and this can make clients loose tasteand preferences for any company’s products.

Somepeople especially the employees frequently react negatively to changein their workplaces. They do this because they do not have thequalifications and competencies demanded their new roles therebydreading that their workload will upsurge. Such situations can belimited by trust-building measures, constant reassurance, and propertraining of the employees.

Changeleadership involves the process of neutralizing any anti-change forceand persuading individuals to aim for the prosperity of the companyand its workers. Change leadership should, therefore, buildconfidence on the advantages of change and shed off the bad things inthe organization (Rao, 2015). In any given organization, there existthree categories of people namely actors, speed breakers, andspectators. The actors have positive attitudes in implementing thenew plans of change the speed breakers relentlessly protest aboutchange whereas the audiences are undecided about change. Notably,some people fall in the group of spectators and therefore it isimportant for the change leaders to persuade observers of thewelfares of change and ensure them that the speed breakers don’tscuttle the process of change.

Changeleaders should clear up any confusion via clear communication andalso by appreciating the reasons for employee’s fears, feelings andmove accordingly. They must state the vision clearly and cultivatefor hope and cater for what motivates the employees (Rao, 2015). Theymust be with the individuals throughout the process of change toresolve the arising queries, allay their fears, and build confidenceand trust. These leaders must also have their power and provide apassion and a great sense of purpose about the change and also sharethe vision with the workers to make them feel they are also anintegral part of the change process.

Benchmarkingand base lining are critical for the change process since theyprovide clear and vibrant explanations of where the company islocated and aids to define whatever can be improved in theorganization (Allais &amp Hagen, 2013). Base-lining also helps theemployees who often fear change because they do not understand it byproviding a clear explanation of benchmarking for example, how firm Acompares to firm B. This helps the employees to understand the needfor change.

Theaccurate documentation of the As-Is Process is important and is ofgreat benefit to the employees. It helps the employees to understandexactly how things are working or how things should work. Thisenables the employees to fathom their current roles and places in thecompany. The reassurance also makes the employees feel secure intheir present state and assist in preparing for future state.

Inconclusion, change, and fair competition is necessary for everyorganization. Every change should, therefore, be taken into accountonly if the benefits outweigh the negative impacts. For the cynic,change may be stressful while according to the optimists, change isbeneficial and very helpful.

References

Rao,M. S. (2015). The tools and techniques of effective changemanagement: Why some reformers succeed while others fail. HumanResource Management International Digest, 23(1), 35-37.

Allais,M., &amp Hagen, G. M. (Eds.). (2013).&nbspExpectedUtility Hypotheses and the Allais Paradox: Contemporary Discussionsof the Decisions Under Uncertainty with Allais` Rejoinder&nbsp(Vol.21). Springer Science &amp Business Media.