Change Management and Management Styles

Change Management and Management Styles

Change Management and Management Styles Change Management and Management Styles Cooke and Lafferty (2007), presents a case study that offers illustration of interrelationship between managers who are leaders and those that focus on employees responsiveness to chance strategies. In this case, these scholars suggests that managers who are leader do not portray constructive behaviors in their leadership style and practices. thus, impending change management. In fact, they suggest that there are chances of problems occurring such as employees retreating or becoming defensive, thereby diminishing prospects of acquiring planned improvement. Therefore, these scholars suggest that change commences with leadership. thus, organizations should have leaders projecting constructive behaviors. Ajmal, Farooq, Noman and Awan (2013) argue that change is managed by visionary transformers, who are expected to facilitate strategic change that is led by quality. In this case, organizations are focus applying technological advancement in gaining competitive advantage. In order to facilitate these changes, organizations are expected to adaptive towards change, thereby coping with potential challenges. On the other hand, these scholars suggest that organizations should convert into learning organization during their first stages in change process. Conventional organizations are transformed into learning organization based on requirement of fundamental in leadership. Therefore, managers are expected to make necessary clarifications of missions of organizations, while helping employees to be innovative in a learning environment. According to Fernandez and Rainey (2006), change is managed through establishment of research that analyzes the interactive effects of factors through application of research designs and methods. in fact, managers applied contingency approach in implementation of change. Furthermore, managers focus on application of multivariate statistical techniques and large-sample data set regarding different levels of organization in various management settings. these scholars suggest that change can be facilitated by immediate research, which can enable refining of general proposition that are used for synthesize of theories, and evaluating competitors propositions. On the other hand, they suggest that managers can confront challenges by analyzing association between the content and process of change.Kelly (2009) presents a case, which is concerned with management tasks and procedures involved in facilitate changing strategies. In this case, this scholar suggests that managers should recognize ways of designing new strategies, business process, structures, and system. On the other hand, Kelly (2009), argue that managers should diagnose problems such as resistance to chance and establish solutions by overcoming the inertia.Osborne and Wennerberg (2013) suggest that managers should focus on dealing with problems experienced by employee such as chronic stress and wide range of behavioral problems. On the other hand, these scholars suggests that managers should focus on balancing demands of work and personal lives in order to facilitate change in adverse conditions. Therefore, managers are expected to focus on employee perspectives that can assist in resolving problems that would lead to resistance in the change process. In addition, these scholars suggest application of Academic and Staff Assistance Program (ASAP) by managers in order to facilitate change. Considering other approaches that have been explored in this paper. this is the best approach that can be applied in managing change in an organization. . ReferencesAjmal, S., Farooq, Z, Noman, S. amp. Awan, S. (2013). Role of Leadership in Change Management Process. Abasyn Journal of Social Sciences. 5(2). Retrieved from: http://64.17.184.140/wp-content/uploads/2013/02/V5I2-8.pdf Cooke, R. amp. Lafferty, C. (2007). Case Study Information Sheet No. 7: Impact of management style on change management and staff development. Human Synergistic Int. Retrieved from: http://www.human-synergistics.com.au/Files/Case%20Studies/HSCaseStudy07.pdfFernandez, S. amp. Rainey, H. (2006). Managing Successful Organizational Change in the Public Sector. Public Administration Review. 1(2), p. 168-179. Retrieved from: http://glennschool.osu.edu/faculty/brown/home/810/Class%20Materials/fernandez%20and%20rainey.pdfKelly, P. (2009). Strategic change management ‐ styles and roles: Student Self-administered case study. The McGraw-Hill Companies Inc. Retrieved from: http://cws.cengage.co.uk/colekelly7/students/Video%20Cases/Chapter%2024%20-%20Video%20Case%20Study%2091.pdf Osborne, R. amp. Wennerberg, R. (2013). Managing Through Change: Presented by the UC Davis Academic and Staff Assistance Program (ASAP). Manager’s Manual. Retrieved from: http://www.hr.ucdavis.edu/worklife-wellness/ASAP/mgrstoolkit/Managing%20Change.pdf

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