POM

No 1

Using the key concepts of managing change, explain the current situation in the organization.

Organizational change occurs when a company makes a transition from its current state to some desired future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to minimize employee resistance and cost to the organization in effectiveness of the change effort.

Organizational change initiatives often arise out of problems faced by a company. In some cases, companies are encouraged to change for other, more positive reasons. Change commonly occurs because the organization experiences some difficulty. But sometimes the most productive change takes place not because of problems but because of opportunities. Recollection of a performance gap often provides the thrust for change, as companies efforts to improve their performance to expected levels. This sort of gap is also where many entrepreneurs find opportunities to begin new businesses.

The most common reason that change efforts fail is that they encounter resistance from employees. Change appears threatening to many people, which makes it difficult to gain their support and commitment to implementing changes. Consequently, the ability to manage change effectively is a highly sought-after skill in managers. Companies need people who can contribute positively to their inevitable change effort.

The focus is on the wider impacts of change, particularly on people and how they, as individuals and teams, move from the current situation to the new one. The change in question could range from a simple process change, to major changes in policy or strategy needed if the organization is to achieve its potential.

As a change manager, role is to ease the journey  towards new ways of working, and  need a set of tools to help you along the way: There's a wide range of change manageme

No 2

In your opinion, how can communications within the organization could be improved?

Individuals looking to improve communication within their organization and enhance employee engagement can adopt the easy-to-use process introduced in this article.

During a large project, when many things are changing, there is an increased need for ongoing communication to all employees. When implementing a continuous-improvement initiative, effectively communicating the changes is essential to success. Change management during a big project is just that — managing the change itself. The communication blitz provides proactive messages to help manage the change within an organization.

A large project like an implementation of reliability excellence requires a master plan that includes major tasks and milestones, and a well-designed change-management plan. The change-management plan needs to include a comprehensive communication plan. The communication blitz, a subset of the communication plan, is a series of communications delivered face to face from the leaders who sponsor the change all the way to the hourly employees working at the site.

Another important concept is that the communication blitz is intended to be a series of messages, not just one round. When the leaders are out checking the retention of the second and third messages, different employees should be approached. For each round that this is performed, a new message and subsequent questions need to be developed.

Finally, we must become more effective at managing the communication problems that will inevitably arise during human interaction.  Such problems include conflict, difficulty in resolving problems, misunderstandings, dealing with difficult people and managing cultural differences.  I will address these issues in future posts.

During retention checks sends a significant message about the importance of the project at hand. When the hourly employees are approached by the top manager and the project manager, they get a clear message about the importance of the change and how they need to make sure to engage any information coming out about this project going forward.