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Understanding?and?Coping?with?Change.?Change?is?everywhere,?yet?very?few?people?seem?to?embrace?the?concept.?We?are,?for?the?most?part,?creatures?of?habit?and?follow?daily?routines.?When?change?occurs,?our?activities?and?thought?patterns?are?disrupted. Write?a?four-?to?five-page?APA?formatted?paper?(excluding?the?title?and?reference?pages),?using?a?minimum?of?three?scholarly?sources?in?addition?to?the?textbook,?analyzing?the?internal?and?external?factors?contributing?to?an?individuals?resistance?to?change. ? Describe?a?situation?where?you?or?someone?you?know?was?resistant?to?change?as?identified?in?one?of?following?areas:

  • Self-interest?
  • Lack?of?understanding?
  • Lack?of?trust?in?management?
  • Differing?assessments?of?the?need?for?change?
  • Low?tolerance?for?change??









Alonda Martin


BUS 610 Organizational Behaviors


Instructor: Diane Hamilton









Implementing changes within an organization can be difficult for employees to embrace


because of fear, not understanding the changes and not trusting management. The only constant


in business and life itself is change. As organization grow so does the operations efficiency.


Advances in technology have allowed companies to offer better internal and external customer


service. When companies initiates change, the most important part of the change is employees


understanding the changes and are committed to the success of the changes. Additionally,


organizations should expect and prepare for resistance to change and act quickly to resolve


concerns. According to Baack, employees resist change for numerous reasons such as , selfinterest, lack of understanding and low tolerance for change. Providing consistent


communication and support for employees should be championed to ensure compliance and


fluidity. To successfully implement change, managers can utilize Kotter?s eight stage model as a


roadmap for developing practices for creating and maintaining both participant engagement and


continuous improvement (Kotter, 1996)




In the summer of 2015 my current employer decided to upgrade our POS systems,


customer capture and employee scheduling system. Since the changes would be a complete


overhaul of current procedures, the company decided to use a select group on locations across


North America to test the changes and provide feedback to project managers. My location was


chosen as a test group because of the size of staff, prior perfect company audits and the variety of


staff. The first phase of the technology change was called Workforce Scheduler. Workforce


Scheduler would allow employees to receive their monthly schedules, request time off, schedule


vacations, swap and pick up shifts using their computer, tablet or smartphone.





Workforce Scheduler would take the place of store managers spending 10 or more hours


completing monthly schedules, continue the company?s mission of reducing paper usage and


communicate quickly with staff when schedule changes occur. The location experienced


employee excitement when the plans were introduced but that quickly faded. The employees had


to quickly adjust to communicating with their manager about schedule changes and request via


electronic devices. Schedules were generated based on traffic in the store that was collected over


year, employee availability, and the employee?s productivity to determine schedules. For the


younger generation the changes were welcomed with open arms, however, mature employees


had different ideas about the changes and why they were happening. Millennial individuals are


more likely to communication using email or instant messages to coworkers as a normal form of


communication, whereas different generations perceive this as unprofessional (Jerome, Scales,


Whitman, Quain).


The employees struggled more because it was a direct violation of the company?s


communication and social media clause, which prohibits text messaging, and social media


messages are not considered a form of communication from personal phones. In my opinion the


conflict was caused by internal factors. The company assumed that everyone use cell phones for


many different reasons other than talk and text. An addition, Workforce Scheduler did not


support all cell phone carriers, which also affected the employees who do not have a smartphone.


The two employees did not feel apart of the team because of his lack of connection with the


technology driven world.







To get the employee on board with the inevitable changes, the first step is immediately


communicating an open dialogue with the employee to inform the employee of the changes that


will occur. Getting the support of regional management to assist with potential drawback as well.


The next step would to partner the struggling employees with employees who are at an advanced


level with navigating the application from a computer. This will allow the employees to continue


to build collaborative relationships but also ease them into familiarizing themselves with


navigating the system.


When creating the vision, focus on the value that the upgrades would allow for the


employees and scheduling. The employees would receive their schedules 6 weeks in advance


and the margin of error with scheduled shifts would be minimal. Previously, a manager on an


Excel spreadsheet drafted schedules that would take up to 12 hours to complete depending on the


size of the staff. Shifting the focus on the benefits of expedited schedules so forward planning


personal events would keep the ?what?s in it for me? factor for the employee.


Celebrating short-term victories such as, acknowledging when the employees


successfully submit a time off request. This will build the employees? confidence and set the


groundwork of achievability. Continuous building and reinforcement of the change is crucial to


the success of the employee. Setting goals to ensure the practices become habit will confirm the


employee completely understands the system and is comfortable level. Ensure to ask specific


questions about tasks to ensure that the employees understand the what?s being asked of them.


The final step with ensuring employees is effectively coping with change, is to not


deviate from the vision. It is easy for managers to allow employees to exchange scheduled shifts





by verbally telling a manager but the expectations are to complete them utilizing the website.


It?s also important to share progress with the team such how many employees are actually


utilizing the capabilities and whom visited the site within a certain time span.




Paper#9209821 | Written in 27-Jul-2016

Price : $22