Change the transmitted messages encourage change recipients

Change management and importance of changeChange is a crucial aspect of every organization in order to retain a competitive edge and meet the objectives set by its management and additionally to fulfill the demands of a growing base of customers. Every business needs to keep up with the pace of the ever changing environment. The changing environment in discussion here includes but is not limited to management process alterations, new technology, or anything that is necessary to keep the organizations good standing in the market. The numerous reasons that lead to a change in organizations are mentioned below:• When there is an industry-wide update in technology or a newer, better and more economical method for getting things done.• When the current goals and objectives are not being met with using the current techniques.• When there are new or better opportunities for the organization in the market • In case a merger or an acquisition is being carried out, then are chances that it will impact the organization either due to change in management or due to the its influence on employee performance.• At the time of undergoing a financial crisis an organization or its employees need to change their ways and techniques if their current behaviors have anything to do with the cause of the situation. In any organizational transformation change recipients make sense of what they hear, see and experience. Important precursors like cognitions, emotions and intentions which become part of their decision process. Change messages are typically transmitted by local and global change agents as well as well as those individuals who are not in the formal leader roles. It is important to ensure that the transmitted messages encourage change recipients to embrace organizational change and modify their on job behaviors. Research by Ryan and Gross (1943) on the diffusion of hybrid seed corn among farmers in two Iowa communities. Hybrid seed corn, which reportedly produced higher yields per acre, was considered a relative advantage over previously used corn seed. This information was presented to the farmers by a seed salesman (i.e., a change agent) in an attempt to influence them to plant the hybrid seed corn. However, Ryan and Gross reported the rate of adoption was considered slow until the potential adopters were influenced by neighbor farmers (i.e., opinion leaders). Thus, the support (or lack thereof) believed to exist among these principles (i.e., change agents and opinion leaders) can influence the reaction of change recipients to an organizational change. Employees with little to no less change experience exhibit strong behavioral and emotional reactions, while employees with extensive change experience make less effort to resist change and show more loyal reactions to change. Research shows that people will not perform well in change initiatives when they are not confident about their abilities (Vakola, 2013). Prior research has demonstrated that change recipients who receive detailed information, are more willing to accept changes (Schweiger and DeNisi, 1991). Similarly, honest, effective and direct communication about the changes has been shown to reduce resistance to change. Communication is especially important when an employee is trying to identify the positives and negatives related to the change; lack of effective communication will cause an employee’s cognitive and effective processes to be negatively affected regarding change. Therefore, an individual will be less ready to follow change. Rafferty and Griffin (2006) for example found that when an organizational change was perceived as being implemented, after careful deliberation and planning, change recipients expressed less uncertainty. Attending to techniques and tools without paying at least attention to the behavior of employees can be a path not just to disappointment but also to dysfunction. When employees participate in the design, introduction and use of the new technology, they are more likely to alter their behaviors in way that will help ensure effectiveness. An employer also must take the employee behavioral patterns into consideration along with the company’s changing policies and functions. Behaviors include: how they react to specific organizational tasks, how much do they do, what they do, how much effort they put to their goals, how committed they are to achieving desired outcomes. Employees’ acceptance and support of change is critical to the success organizational change (Armenakis et al., 1999).  Providing an adequate explanation for the change decision is an effective communication strategy that enhances perceived fairness and reduces uncertainty. Employees deal with change differently; people who thrive on change and they are the people who initiate change within a team. Employees who are not bothered by change, they are optimistic. Employees who resist change and need time to prepare. They are steady decision makers and do not like to be pushed. Initially, when change is being introduced employees tend to become nervous, fear, disbelief, and uncertainty. The employee’s reactions to organizational changes are mainly driven by observations about as to what will happen to them. The change literature deals with context, content, process, and outcomes at both the organizational and individual levels (Armenakis et al., 1999), and recent years have seen a growing interest in the role of change recipients’ reactions in organizational change processes.Necessity changes a lion into a fox is a well-known Iranian proverb, which stands true when we think of it in an organizational context. Many a time, in organizations one comes across situations where change is inevitable and every individual need to react to that change smartly like a fox usually would do. Three categories can contain a number of approaches to change, namely: Tools and techniques, transformation, and turnaround. When an organization practices the turnaround technique the focus is to improve bottom-line performance in the short-term. When practicing the method of tools and techniques the focus shifts to processes in order to increase the efficiency internally. In transformation, for enhancement of human capabilities the target shifts to behaviors. If the intervention of change is to gain sustainable and significant performance impact, altering patterns of employee behavior have to be focused upon (Spector, 2013). 

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