Managing Change

Managing Change

[1]“Major changes should always be planned carefully. This ensures a smoother change, better timing, reduced costs and an ability to solve problems before they happen.”

❖ Economic change is when change happens by pressures of financial costs and pressures. This would involve change in staffing levels, working hours and competition from competitors.

❖ Social change is by ‘people’ pressure to change attitude or behaviour. This type of change would include changes in employee rights, social trends –

working hours i.e. introduction of flexi-time or part-time contracts

❖ Technological change is where new technology forces change in technology use/application. This would include the introduction of computerisation to replace manual systems, and the introduction of new computer hardware and software.

Description of the Problems that could arise

Resistance to change

An initial resistance to change amongst employees is understandable who are confronted with:

• Uncertainty

• A change in duties and ability to perform them

• Insecurity

• Older members of staff learning new skills

• Fear of change in role/position

• Job Security

However this resistance to change should not be avoided but managed. Managers

should plan ahead for change, whatever that change may be. Some of the more

important issues involving the process of change are:

➢ Managers must involve their employees and allow them to participate in

the changing process.

➢ Communication is one of the most important tools when dealing with change.

➢ Staff should be kept informed at all levels and know why change is taking

place, listen to the their staff concerns and try to allay any fears which may

exist.

➢ Staff must also be educated during the process of change. This may involve

training new or existing staff.

➢ Managers should show empathy with staff at this time. In certain cases

it may not be...