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Managing Conflict In The Organization

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Autor:   •  June 12, 2011  •  3,480 Words (14 Pages)  •  1,101 Views

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Outline a strategy for change designed to achieve the following objectives:

a) To prepare people for change, convincing them that significant organizational changes are needed.

Change process starts with an awareness of the need for change. Bringing about change is easier said than done because as humans it is our nature to resist the unknown and unfamiliar. We are comfortable with the status quo, not matter how many problems lie underneath. However, the need for change is increasing; change capability is necessary for organization that will succeed in the future. At its heart, change management is a state of mind, a philosophy that says "we want to only make changes after due planning and consideration, and we want those changes to be made in a consistent, repeatable, reliable fashion." Implementing that philosophy usually results in a process, outlining how change occurs.

An analysis of this situation and the factors that have created it leads to a diagnosis of their distinctive characteristics and an indication of the direction in which action needs to be taken. Possible courses of action can then be identified and evaluated and as choice made of the preferred action. Managing change during this transition state is a critical phase in the change process. It is here that the problems of introducing change emerge and has to be managed.

To manage change, it is first necessary to understand the types of change and important to bear in mind that while those wanting change need to be constant about ends; they have to be flexible about means. This requires them to understand the various models of change that have been developed. This will make them better equipped to make use of the guidelines for change.

There are two main types of change; Strategic and Operational.

1. Strategic change is concerned with organizational transformation and deals with broad, long-term and organization-wide issue. It is about ensuring that an organization can develop and implement major change program that will ensure that it responses strategically to new demands and continues to function effectively in the dynamic environment in which it operates. It will cover the purpose and mission of the organization, its corporate philosophy on such matters as growth, quality, and innovation and values concerning people, the customer needs served and the technologies employed.

Organizational transformation activities involve radical change to the structure, culture and process of the organization. It may respond to competitive pressure mergers, acquisitions, investments, divestments, changes in technology, product lines, markets, cost reduction exercises and decisions to down size or outsource work. The change may be forced on the organization by investors or government; it may be initiated by a new CEO and top management team with objective to Ð''turn around' the business.

2. Operational change relates to new systems, procedures. Structures or technology which will have an immediate effect on working arrangement within a part of the organization. But their impact on people can be more significant than broader strategic change and they have to be handled just as carefully.

To create a change-friendly climate, executives must first signal change by creating significant moments. By actually stating an event or start that resonates with the masses, change agents have a grater opportunity to challenge the old system and brand their new initiative. The baseline for any change is working with people who will put plans into operation; people who will lead, support, and act as resources; and people who will act as catalysts and energizers.

People are different and will respond to change in different ways Ð'- some will quickly become involved, some will resist, some will perhaps never engage themselves in the process. An individual's involvement with and commitment to change is motivated largely by an individual's subjective understanding of the meaning of change. Whiting this subjective reality individuals have to decide Ð''what's in it for them' and how they will deal with this new opportunity. It is the transformation of subjective realities, or the establishment of a new meaning or relationship to the change, that is the essence of any substantive change process.

To prepare people within the organization and build support for the change:

Ð'* Provide as much information as possible, to as many people as possible about the business. Share financial information, customer feedback, employee morale survey results, industry projections and challenges, and data from processes you measure. Assuming decisions about needed change are made based on relevant data, an informed workforce will understand and agree with the need for change.

Ð'* Create urgency around the need to change. Project, for your workforce, what will happen if you don't make the needed changes. Communication this information honestly and use data whenever it is available.

Ð'* Spend extra time and energy working with your front line supervisory staff and line managers to ensure that they understand, can communicated about, and support the changes. Their actions and communication are critical in molding the opinion of the rest of your workforce.

Ð'* Align all organizational systems to support needed changes. These include the performance management system, rewards and recognition, disciplinary approaches, compensation, promotions, and hiring. A consistency across all human resources systems will support change.

Ð'* Align the formal structures and networks in your organization with the desired changes. If you can tap in the informal communication and political network, you will increase change commitment.

Successful change management requires the following:

Ð'* Effective communication,

Ð'* Full and active executive support

Ð'* Employee involvement

Ð'* Organizational planning and analysis and widespread perceived need for change.

b) To plan and monitor a programme of organisational change.

Ð'* Assess the readiness of the organization to participate in the change. Answer questions such as what the level of trust within the organization are, whether people


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