Change The Ultimate Successor

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Managing change and innovation can be partly one of the most influential discoveries in a traditional management position. Change has to deal with people, structure and technology. The ranges of such change are everything from attitudes to equipment. Even though change is very prevalent and bound to happen, we ask ourselves the question of why there’s a need for it. Our need for the basic necessity of change comes from both the internal and external factors of business integration. Once our discoveries of change are thought out, the next order of business would be to initiate or stimulate change through innovation. Managers aren’t the only authorized people to put forth change, we have specialists who are hired to find quirks within the system and advance the program through change. Specialist such as staff specialists or even hired outside consultants can place an even bigger picture on a basic, much smaller, project. All-in-all change is something that should be managed accordingly and with precision. How it’s managed is all up to the one who exercises the proper skills at the proper time. Is change the ultimate successor?

At first, you must understand that change is an ongoing process, and that knowing when and where to implement it is just as important as initiating change. Companies, like any living organism, must become learning organizations that change and adapt to suit their changing business environment (Kotelnikov, 2002). According to Bill Gates, if you don’t practice the change management that looks after the future, the future will not look after you. Another word, if you don’t adapt yourself and your environment to the ever-growing market economy you will find yourself out of the loop and possibly shut down. Not only is change highly anticipated and ongoing, but as stated it is crucial for the future success of an organization. Knowing what change is and why it is important, is and should be the single most stressed application to any one particular organization.

We are all affected by change, but to many different extents. Some of us are influenced more than others; some of us are hardly influenced at all. Understanding the internal and external forces of change will help you evaluate and manage change properly. External forces such as the marketplace, the law, and economic changes force our perception of swift smooth acceleration to slow transitional adaptability. The stock market, for example, supplies worries and excitement to the future outcome of a company. If the market is up the company must increase its production line, and if the market is down the company must down size in order to keep from bottoming out. In this case, whether the market is up or down there will always be an immense or moderate change. External forces create friction, but so do internal forces. Internal forces are compromised of equipment or employee attitudes for example. If a marketable company is current in innovative technology, that company would target more clientele then one who is not, hence utilizing effective change.

Nothing has greater potential to cause failures, loss of production, or falling quality. Yet nothing is as important to the survival of your organization as change (Managing Change, 2009). Mistakes happen in every company successful or not. Dr. Goman of Kinsey Consulting Services describes some of the biggest mistakes in managing change. One mistake was by not understanding the importance of people. Change could never be implemented if people weren’t there to implement it. The mistakes she proceeded to discuss all reverted back to the mental, physical and emotional process of change. Great management would keep together the organization through intense collaboration, and effective strategy that not only dealt with the end practitioner but the company as a whole.

Your conscientious mind tells yourself that predictions are hard, logic is a combined effect, and being on top requires skill and time management. Change is partly the effect of living, in how you live is in how you change. Being a person of drive and articulation you have accumulated the aversion of self motivation in which gives you directional overhead. Dealing with manipulative consistency has grand effect in directional capabilities. Directing is something all of us do throughout our lives. We all make decisions which affect ourselves and our family, which affect the people with whom we come in contact, the community in which we live, the enterprise in which employs us (Directing and Managing Change, 2009). Managing and directing are apples and oranges when it comes to change. When directing social or organization enterprise, you are always dealt the hand of ultimate control and consequential action. This is where failure goes hand-in-hand with success, because without direction you would have nothing to manage.

When managing change, what are the responsibilities of the manager to discover, or even acknowledge, that change is even occurring? What responsibilities do managers have over directors or even their employees? In summation, managers have complete and utter responsibility of every aspect of the company. The manager has a responsibility to facilitate and enable change, and all that is implied within that statement, especially to understand the situation from an objective standpoint (to ‘step back’, and be non-judgmental), and then to help people understand reasons, aims, and ways of responding positively according to employees’ own situations and capabilities. Increasingly the manager’s role is to interpret, communicate and enable – not to instruct and impose like directors (Change Management, 2009).

Understanding that change is needed in all organizations is none the less a premature statement of what’s truly involved in turning what you know into a tool of what can be done. Change tends to meet with resistance. Planning, creating strategies to involve individuals and groups in the change, and using management techniques designed specifically for transition can make the process of change less problematic (Chystalbridge, 2009). There are countless techniques in managing change, but in all technique there is exercise. With the desired initiation of change, you can exercise yourself to better examine what changes need to be partaken. For example, examining all assumptions or negatively effective thoughts, can contribute to the implementation of change. Once you have examined the resistance to the change process, you can take inventory of support for or resistance to the proposed change. These exercises all fall in line with the countless types, factors, structures, and techniques of utilizing effective change.

A good way of managing change is to understand what change is and its forces. Nevertheless, there will always be mistakes in the management process of change, because if there weren’t any, we would all move forward without ever looking back. The direction of change isn’t necessarily initiated by management, but by the director in which management initiates. The exercises that are practiced help management better understand the logic behind its employees, and to better engage in affective, more productive change. The reason being is that responsibility of change is thought-out by management then passed on to stimulate the director for positively increased change. The innovation behind the response to change comes from all of these factors. Therefore, managing change correctly will allow you to gain the potential for successful innovation.

 

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