By James McCalman, Robert A Paton, Sabina Siebert
The 3rd version of this hugely winning textbook for swap administration makes use of present examples and a extra strategic concentration to lead scholars throughout the concerns and procedures linked to handling change.
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These triggers need to be expressed in a clear way and communicated throughout the organization. For example, poor trigger identification and communication processes are best seen when the first that employees know of the difficulties facing the organization is when they are called in to discuss redundancy terms. People are generally willing and able to deal with change but many managers do not understand this. They are afraid that change is associated with some form of failure and they need to hide the Paton-3693-Ch-Intro:01-Paton-3693-Ch-Intro 4/22/2008 4:20 PM Page 13 Introducing Change Management 13 changes.
A shock wave will reverberate, as Leavitt identified, throughout the organization. What are these triggers and can they be managed? Triggers may be classed as being either internally or externally generated, in addition, they may be further subdivided into whether or not a proactive or reactive stance is likely to be adopted to them – who pulled the trigger? Some possible triggers could be: • Government legislation The case of the BSE scare facing the British meat industry in the late 1990s illustrates this point.
This can lead to rather messy situations developing! For delegation to be effective in a change context, or for that matter in management in general, it must be accompanied by an ‘educational’ programme and a marketing exercise designed to pass over the ownership, responsibility and capability for the task at hand. Again, organizational culture plays a crucial role in determining the success of devolved ownership. When one feels part of a team working towards common goals then delegated problems will be viewed as common to all.