Leadership
Change in organization comes in quite a number of ways and introduction of a new concept is an example of a source of change. Besides, this we are informed that there are five elements of successful change in organizations. A new concept would either work for or against the system, as not all change is progress. In the event of a new idea in the firm, critical analysis should meet it on its way in. The idea should be scrutinized for its worth and the aftermath of its implementation on the organization.
The simplest part of the new concept is its innovation and the real task lies with implementing it and making it one with the organization system. This is part of human nature as removing someone from his/her comfort zone meets resistance. Therefore, forcing the idea on laborers will not be welcomed well. It pays more if employees are involved in the whole process of implementing the new idea. Earlier explanation of implementation of the new concept by the management is mandatory as in one way or the other the working environment changes.
Employees could get educated on how best to work in their new environment through workshops. This engages them to the whole process and enhances a sense of team work. Since, it is within the workshops that the employees assist each other and work with the management to achieve progress. With this in place it doesn’t matter who is in the leadership position or who is not the new concept has its way into the firm in the long last (Maddux and Wingfield, 2003).
In the excerpt, the example about buying new phones may be to replace older models is a form of change. It is a viable option in the event that it will benefit the firm in terms of promoting sales and expanding the capital base from the funds it will attract. Besides, it should promote cohesion between all members of the labor force. Selling the new phones involves explaining the details of the phone to the prospective consumer. This will not be successful if the employee is not equipped with enough material to cover the explanations. Therefore training about the phones is mandatory.
On the other hand, resources available to the organization play quite a big role in achieving change. By resources here I mean both monetary and non-monetary resources. This in other can be put as the position of the organization. An organization with insufficient resources has no other way around to ensure that the new idea is implemented and is operational. The management team is required to devote its time and energy in ensuring they communicate to the labor force in time and engage them in thorough training. This means the organization at this time either seizes its normal operations or carries on with training along with its daily routines. This calls for extra effort for the management plus more working hours. The workers too need to dedicate their time and energy towards achieving this change. This is also called the human resource.
Moreover, there is need for the organization to have financial strength to enhance the whole process. Training of the labor force into the new system requires funding for all the activities involved. In the event new technology is to be implemented all parties need to be educated on how to operate and the hazards to avoid. Alternatively, most cases of introduction of new ideas are met by new systems also which require funds to purchase and implement (Maddux and Wingfield, 2003). An organization should have the financial might to see to it that only quality systems are purchased.
Therefore, managers need not overlook the financial and human resource position of the organization. In fact if anything they need to ensure at all times there is a budget and it has an allocation to support change. Profits made in previous accounting periods should partially be drawn for the purpose of growth. Besides, organizations can always borrow funds for members of the public through the sale of shares. Bank loans are also other alternatives.
In conclusion, managers should only adopt into concepts and ideas that have been proven beyond doubt that they are progress ventures to the organization. As such, the managers have the green light to pull together organization resources to achieve the desired form of change.
Reference
Maddux, R. Wingfield, B. (2003). Team Building: An Exercise in Leadership; Cengage Learning.
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