Mc connell pp_ch29

transcript

Umiker's Management Skills for the New Health

Care Supervisor, Fifth Edition

Charles McConnell

Chapter 29

Managing ChangeManaging Change

General Kinds of Change

Organizational changes.

New systems, structures,

procedures, or equipment are

introduced.

Jobs are restructured.

Essentials of Change

Barriers to Change

dysfunctional teamwork, typified by

individuals pulling in separate

directions;

satisfaction with the status quo;

unjustified pessimism about the

ability to change;

Barriers to Change

ego or personality problems;

territorial imperatives—defending

boundaries or seeking to annex the

territory of others;

lack of vision or support by upper

management;

Barriers to Change

inflexible systems, policies, or

procedures;

work overload—”no time for change”

lack of confidence in leaders.

Employee Concerns

Fear is the strongest employee

stressor concerning change: fear of

the unknown; fear of failure or

reduction in one’s influence; and

fear of job loss, demotion, transfer,

or reassignment.

Well-defined Goal

A well-defined goal is a prerequisite for

implementing change. Objectives are:

1. To select the right people,

2. To prepare and motivate people

3. To obtain the other necessary

resources, and

4. To carry out the change.

The “Plan” Considers:

What is the proposed change?

Will the change fit the existing culture?

Who wants the change?

When should serious planning begin?

Where will we find the space, funds, and

people?

Question the Plan

Is it concise and clearly written? Does it

include action steps?

Was it distributed to the right people?

Has there been sufficient input from

others?

Are there formal and informal networks

that can lend credence and support?

The Essential Element

COMMITMENT

of all concerned

For Successful Implementation

Clarify strategies and plans.

Mobilize resources. (Choosing the

right people is especially critical.)

Introduce new practices slowly.

Provide all needed education.

For Successful Implementation

Provide and solicit feedback

continuously.

Run interference for the team

members.

Do not nitpick or be a bottleneck.

Monitor Progress

Major change efforts require

constant monitoring. Things do go

wrong; unexpected situations

develop. A great many change

implementations fail for lack of

monitoring and follow-up.

Rewards

Hanging on to established habits makes

sense to employees when their former

reward system remains in place. Try to

restructure the way people are

compensated to appear consistent with

new demands on employees.

Helping Employees Through Change

Promise new positions, if this is possible

Offer retraining opportunities

Recommend early retirement packages

Reassuring that jobs will be eliminated

only by attrition (this must be a strong

commitment by top management)

Supervisor’s Can Help By:

Using active listening skills and empathy

Legitimizing employees’ feelings and

expressions

Ensuring that training measures meet

the needs of employees

Showing understanding but holding firm

on the need for the change

Supervisor’s Can Help By:

Searching for specific needs and problems Exploring ways of achieving desired changes

through conflict management skills Displaying technical and managerial

expertise Being patient Never promising what cannot be delivered

Change Resistors May:

intentionally “forget” to do things,

incite the resistance of others,

do exactly what the supervisor

requests when they know it’s wrong,

set up roadblocks.

Supervisory Commitment

Your actions speak far louder than

your words in this regard, so “walk

the talk.” Be obvious and

passionate in your determination to

follow through

Mc connell pp_ch29

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