Change Management refers to an approach of preparing and supporting individuals, teams, and organizations in making change within an organization. It includes procedures that redirect or redefine the use of resources, business processes budget allocations, or other modes of operation that can significantly change an organization
Change begins when an organization perceived that there is performance gap, innovation of new technology, internal and external pressure-internal where the employee are not comfortable with specific procedure or rules of the organization, restructure where the organization believe that the current structure is no long operating effectively-eternal factors where donation of a specific donor comes to an end and an organization may decide to match some position, government polices where they come with specific rules that organisation must adopt e.g. the government may decide to change the tax rate from 10% to 15% and here organizations must adopt it meaning they have to change from taxing the employee 10% to 15% and change in leaderships where the organization feels the current leaderships is no longer performing as per the expectation of the organization and it arises when management believes that the actual performance of a component in the organization is Obsolete or redundant with the level the organization needs.
Methodology of change Management
No single methodology fits every organization, but there is a set of does, outfits, and methods that can be adapted to a variety of situations.
Manage the “human side” systematically. Any important change creates “people issues.” New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and employees will be uncertain and resistant.
In every change within the organization, you must first think of the employees and put them as a first priority because the change may affect them positively or negatively.
Start at the top. Change starts at the top. Because change is naturally unsettling for people at all levels of an organization, when it is on the horizon, all eyes will turn to the Chief Executive Officers, Country Directors and the leadership team for strong point, support, and direction. The leaders themselves must hold the new approaches first, both to challenge and to motivate the rest of the department-this is where communication comes in, the leadership team should communicate to the employees the reason behind the change, the reason could be funding constraint, and because of that, the organization is going to integrate some of the positions and the positions will be advertised for employee to complete for, and once you did not make it through the interview, you will be asked to go home. , performance issues and because of that some of the position will be spitted. change in leaderships and strategic direction.-where there will be change in organizational culture, decision making processes and employee engagement here employee will understand and will be ready for anything that comes their way because they are aware of what is coming their way and there is fairness in the process.
Include every layer. As change programs progress start by defining the strategy, setting targets and design and implementation, they affect different levels of the organization. Changing efforts must include plans to identify leaders throughout the organization and pushing responsibility for design and implementation down.-this is where departmental managers come in here they act as a link between the leaderships and employees, providing support and helping manage resistance to change within the department. Help the department understand the reason behind the change, identify and address resistance, departmental manger are the first to identify resistance within their department and with this, they can easily address concerns and mitigate negative impact.-like the case of Joan when the departmental manager communicate to her that based on the current strategy, the organisation is changing your position from Human Resource officer to Recruitment officer, -the Position will be merged in to two, Human resource officer-recruitment and Human resource officer benefit and compensation.-Joan was not in agreement with the change, she was comfortable with Human Resources role in general . But when the manager explains to her that based on her qualifications of a degree in Business Administration, She majors in Human resource and the position of the benefit and compensation, need a person who majors in Finance and accounting, secondly based on her performance evaluation, the area with a high score is mostly the recruitment, the organisation never had issues on staff recruitment and she had handled well the staff onboarding process and on the benefit and compensation, payroll are normally handed to the finance department late with minimal errors, terminated staff get their benefit slightly late. Therefore the Manger asked “don’t you think the work is overweighing you and leading to underperformance within the department, considering the department key performance indictor(KPI) for this quarter, our department is among the department that fairly performed good, don’t you think it’s time for us to be among the department with excellent performance and we can do that only if we perform the role which we are good at. Don’t you think so?” -based on the explanation giving to Joan by the manager, she dropped the resistance because she understood the reason behind the change. And she became one of the staff who was advocating for the change within the organization.
Conclusion.
No change program goes absolutely according to plan. People react in unexpected ways; areas of anticipated resistance fall away, and the external environment shifts. Effectively management of change requires continual review of its impact and the organization’s willingness and ability to accept the next trend of change, the organization should prepare for unexpected situation.