Change management can be defined as an organized and strategic method of initiating and managing the change process in an organizational structure or culture. Additionally, it includes managing the individuals or teams attitude and behavior toward the transitional changes in the implementation of new policy, changing business processes, or technology of an organization.
One of the primary opportunities for change management is when a new manager is brought on board from outside a department or company. As a manager enters that situation, he or she must understand the potential hostility and stressors that may be present. Employees tend to have a fear of the unknown and the new manager’s peers may also ponder the companies decision for implementing the personnel change at that level.
Knowing this, one must formulate a strategy for dealing with the change. The change of leadership in a department or organization can be just as daunting for the new manager entering the enterprise as it is for those having to get accustomed to the new person and their management style. However, it is imperative that the new manager understand the changes to be managed lie within and are controlled by the organization. Any changes to the department or organization must be in line with the goals and objectives of the organization that entrusted you with the new responsibility. Otherwise, change for change sake will be totally unproductive.
This is just an introduction on change management for my next post on the same subject. In the interim of that post, I would like to hear from you. Respond or comment with your experiences, questions or general comments, and we will be addressing particular situations that may help others who may be working through personal, departmental, or organizational changes. I look forward to hearing from you!
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When initiating change from the Exective Management level, what techniques do you recomend to ‘recruit’ additional change agents from your management team?
I would suggest that when recruiting change agents, the search begin by looking for consummate visionaries. Individuals who believe in the organizations ability to succeed and can envision the future that others have not yet seen. These individuals will have demonstrated commitment to leadership roles on behalf of their departments, whether a ‘titled’ manager or not. They will have a proven track record for making things happen within their areas of expertise. One must also be open to recruiting those that have the ability to work with people from diverse backgrounds and who may hold an approach and perspectives that differ from your own.
Additionally, executives should look for persons with a track record for taking bold action and willingness to accept the consequences. These people will understand that resistance accompanies any change initiative and that they will take the brunt of it if things go wrong-and that might include their own employment. However, that would not stop them from stepping up to the challenge….
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