Global competition, challenges, company goals for higher profits, requisitions or structural change in the top management; all these factors call for one thing- Change Management.
British Airways had to alter its approach to content management on the internet, Cadbury had to cope with global changes by refocusing on its cultural and communication barriers, HP had its CEO resigning in 2005 and Kelloggs acquired Kebbler in 2001 which resulted in almost a double in its operations and revenues. These are to name a few companies that had faced different management faucets and were successful in their change management strategies.
Ever wondered what was that one essential aspect that all of them did not undermine at any stage? It was the focus towards its workforce. These companies never failed to understand what the employees needs are, and how to manage change with them with such huge internal and external changes happening with the organization.
This is exactly what transition management is about- it is managing people in a manner that they are groomed and directed towards the final change that has to be achieved. Most managers get around by deciding the employees that would be involved in the process, the change in their tasks, job duties and the deadline by which it has to be done; these are the processes of change management. The intricate details of managing people who have to work towards the change are taken into view by transition management.
Most companies complain that their work force resists change, is de motivated and exhibits little co operation in adapting to change. Even the best designed policies and practices would be of no use, if they are not communicated effectively to the employees and they do not carry it out with full commitment.
Taking it step by step, as a manager announces any change in the organization; there are several phases that employees go through. The first stage is where the workforce is at complete denial or resistance to the change anticipated. The second one is where it leads to panic amongst the employees as they start to realize the implications of the change. Third is when they take a turn and start realizing the positive aspects the change would bring to them. And fourth, is when they actually start performing and achieving the change related results.
As a transition manager, it is the second and the third stage where employees have to be communicated effectively, trained and made understood what the new process is all about. All structural details should be accounted for by the managers to understand how they can better the process for the employees.
Therefore, remain positive as a leader, trust your employees and give them all the resources needed for change. Help your employees at each stage for better adaptation, encourage and support them through constant communication. And once change objectives are achieved, do make it a point that you celebrate it with your employees.
This is how transition management acts as the back bone of change management.
British Airways had to alter its approach to content management on the internet, Cadbury had to cope with global changes by refocusing on its cultural and communication barriers, HP had its CEO resigning in 2005 and Kelloggs acquired Kebbler in 2001 which resulted in almost a double in its operations and revenues. These are to name a few companies that had faced different management faucets and were successful in their change management strategies.
Ever wondered what was that one essential aspect that all of them did not undermine at any stage? It was the focus towards its workforce. These companies never failed to understand what the employees needs are, and how to manage change with them with such huge internal and external changes happening with the organization.
This is exactly what transition management is about- it is managing people in a manner that they are groomed and directed towards the final change that has to be achieved. Most managers get around by deciding the employees that would be involved in the process, the change in their tasks, job duties and the deadline by which it has to be done; these are the processes of change management. The intricate details of managing people who have to work towards the change are taken into view by transition management.
Most companies complain that their work force resists change, is de motivated and exhibits little co operation in adapting to change. Even the best designed policies and practices would be of no use, if they are not communicated effectively to the employees and they do not carry it out with full commitment.
Taking it step by step, as a manager announces any change in the organization; there are several phases that employees go through. The first stage is where the workforce is at complete denial or resistance to the change anticipated. The second one is where it leads to panic amongst the employees as they start to realize the implications of the change. Third is when they take a turn and start realizing the positive aspects the change would bring to them. And fourth, is when they actually start performing and achieving the change related results.
As a transition manager, it is the second and the third stage where employees have to be communicated effectively, trained and made understood what the new process is all about. All structural details should be accounted for by the managers to understand how they can better the process for the employees.
Therefore, remain positive as a leader, trust your employees and give them all the resources needed for change. Help your employees at each stage for better adaptation, encourage and support them through constant communication. And once change objectives are achieved, do make it a point that you celebrate it with your employees.
This is how transition management acts as the back bone of change management.
