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I'm having difficulty with this paper and need your expertise. I'm not certain if the scenario is strong enough and I'm having trouble developing the steps to take. ?Below are the paper requirements, please feel free to add anything additional


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??
Explain?whether?the?resistance?to?change?was?caused?by?an?internal?or?external?factor.?Using?Kotters?theory?for?change,?provide?a?plan?for?overcoming?that?resistance.?What?will?be?done?and?how?will?you?know?that?the?plan?has?worked?

Running Head: COPING WITH CHANGE

 


 

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TECHNOLOGY CHANGES IN THE WORKPLACE

 

Alonda Martin

 

BUS 610 Organizational Behaviors

 

Instructor: Diane Hamilton

 

5/2/16

 


 

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TECHNOLOGY CHANGES IN THE WORKPLACE

 

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)

 

THE CHANGE

 

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.

 


 

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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.

 


 

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ROADMAP TO DEVELOP PRACTICES

 

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

 


 

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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

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