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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:
Running Head: COPING WITH CHANGE
TECHNOLOGY CHANGES IN THE WORKPLACE
BUS 610 Organizational Behaviors
Instructor: Diane Hamilton
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)
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,
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.
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
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-2016Price : $19