Page 302 - Managing Change in Organizations

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The implementation exercise (checklists 1 and 2)
Table 15.2 (Continued)
13 Benefits will Immediately Quickly Within a year of Over a year
occur: implementation following
implementation
14 Direct benefits Clearly Apparent only Apparently Only indirect
will be: apparent to to managers only to top benefits
users managers
15 Effects will be: Measurable in Measurable Largely Not clear
quantitative only as anecdotal
terms ‘ratings’
16 During Very Considerable Some extra No extra effort,
change, people considerable effort, skill effort, skill skill or work
need to put in: effort, skill and and extra and work
extra work work
17 Management Excellent Good support Limited No support
provide people support support
with:
18 People High levels of Considerable Some No pressure
experience: pressure or pressure or pressure or or stress
stress during stress during stress during
change change change

Who ‘owns’ the problem or the idea for change? (questions 7–9)
The potential problems are:

1 Are the procedures, systems, departments, products and services involved seen
to be a problem?
2 Was the change planned or introduced by top management or staff departments?
3 Is the change viewed as a matter of procedure?

The solutions are:

1 Specify plans in terms that people understand. Ensure that employees’ problems
are addressed explicitly as part of the change. Arrange for visible outcomes.
2 Clarify employees’ views by exploring their concerns about the changes and
examining the impact on the day-to-day routines.
3 Present a clear case by specifying who wants change and why. Explain longer-
term advantages. Identify common benefits. Present potential problems
clearly. Listen to problems.

Top management support (questions 10–12)
The potential problems are:
1 Does top management support the change?
2 Will top management provide resources?
3 Is the management performance appraisal process an obstacle to change?

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