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Essay / Research Paper Abstract
This 4 page paper looks at some of the approaches which may be adopted when managers implement change. The paper argues that in a situation where there are complex changes a coaching style may provide more benefits compared to the more directive styles. The four stage model of anticipation, confirmation, culmination and aftermath which employees traverse through changes also discussed, with an assessment of its use in terms of managing employees. The bibliography cites 2 sources.
Page Count:
4 pages (~225 words per page)
File: TS65_TEappchang.doc
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Unformatted sample text from the term paper:
realized and reduce the potential for unexpected and unwanted changes occurring (Palmer and Dunford, 2008). However, it is possible that other styles of change management may be beneficial.
Palmer and Dunford (2008) outline different approaches to change, in which there are various degrees of control sought reflecting the way the change is seen. The dominant paradigms are
those where managers are in control, with the directing and the navigating approaches. When using the directing models managers are in charge and will follow a set of steps in
order to implement the change, in the navigating model it is accepted that there will be factors which are external to the planned change which may have an impact. Here
the change needs to be managed around and with consideration of the external factors, and outcomes maybe partly planned and partly emergent. These are the traditional change models where there
is the ability to the management to determine what is going to occur and the dressed goals and communicate to that middle managers and employees can make sense of the
changes; understanding what is occurring and how. In the real world, these models may be seen as idealistic, and any commentators have observed that change is often complex,
with many influencing factors impacting on the way that the change occurs. Where this takes place the organization may be constrained in its ability to change, especially where there is
a requirement to win over employee support. The caretaking model of change is less directed than the directing and navigating models. In the caretaking model the mangers stay in control,
but this is more limited with external forces being perceived as having a greater impact. In this respect the managers are seen as caretakers seeking to direct the change, but
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