Report Example: Effects of Change Management on Workers

In all organizations, change is constant. Trademark textile started small with one employee and a small room but grew bigger as time advanced. The CEO of the company has witnessed many changes, which includes the expansions of business premises, increase in the number of employees and the products sold in the company. Analytically, trademark textile has been experiencing change since its inception in 2004. Introducing a change in the company is difficult at the beginning because the employees require time to cope with the change.

Most employees perceive change as difficult and they always attempt to resist change. However, change is inevitable because of the dynamic needs of the customers. Trademark textile has to involve the entire stakeholder when introducing cross communication in the company. The ingredients needed for an effective transition in the company role modeling and time. It takes time to integrate a change into the organization because the employees have to capture the visions and symbols for the change (Spector, 2007).

The first step in introducing a change in trademark textile is recognizing the importance of all the stakeholders. Employees are important players in implementing the change in the company and therefore the management has to give priority to employees. During the inception of the change, the management should equip the employees with the skills needed to embrace the reform. For example, the employees need to understand the reasons for the reforms and how the change will affect their daily roles. The initiators of the change need to understand the psychology of the employees (Spector, 2007). Traditionally, employee fears the changes that threaten their job security and thus it is important that employees know the reason for the change.

The second step to take when introducing the change is creating a supportive environment for the change. A change in the company means that the employees adopt a new behavior. A meaningful change is that which start from individual, and progressing to teams and departments. It is likely that the employees will accept the change when the management involves them from the start. There is a need for the management to collect the views of the employees regarding the change and accept the contributions from the employees concerning the best approaches to introduce the change. The management must align the change with the visions of the company. Ideally, the leaders in the company are carriers of visions of the company. The leaders should therefore, ensure that the employees understand the visions of the company before they pressure them to embrace the change.

Another step that is helpful in persuading employees to accept the change is motivation. The management needs to use all means to ensure the workers support the change. For example, the leadership needs to convince the employees that the change is beneficial to the company and the employee professionalism. In the period of transition, the management needs to understand that the change may slow down the activities in the company. The management needs to allow the employees to make mistakes before learning the new habit.

The organization has to create realistic and clear visions. The mission and vision statements of the company have to make sense to the employees. The individual department in the company needs to have objectives and goals of the company. The leaders have to be the role models and to participate in selling the goals, missions, and visions to members of all the departments. It becomes easier for employees to embrace the change when they understand the vision, goals, and the objectives of the company.

When the worker tries to rebel against the change

The workers of the trademark textile may rebel against the change. In such cases, the leadership should consider launching a change management program. The management of trademark textile should consider organizing a large kick-off program. The kick-off program may involve many people and should be a whole day event. The management should be strategic and creative so that they make the kick-off program exciting for the customers. The event should be motivational and encouraging to trigger the participation of the workers.

Besides, the management should consider aligning the cultural change with goals and objectives of the company (Hornstein, 2015). The management of the company has to ensure that the values and the belief of the entire department are aligned with the cultural change. The management has to set catchy slogans with constant meaning across all the departments. The management has to organize several workshops to enhance team building in the organization. The management may use the opportunity in the workshop to teach the employees on the essence of the new changes in the company. Finally, the company should consider rewarding employees that embrace the change. The reward offered to the employee will serve as motivation. The motivated employee will then act as role models and trigger the adoption of the change in the entire organization (Hornstein, 2015). The management has to consider promoting employees that uphold the changes in organizational culture.

References

Spector, B. (2007). Implementing organizational change: Theory and practice. Prentice Hall.

Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298.