Organizational change is inevitable to realize growth and improve the overall performance of the workforce. Quality and teamwork guided initiatives create an enabling environment where workers can interact, raise their concerns, and innovate ideas that align with the company’s expansion (Ali et al. 163). In essence, an institution realizes managerial success when operational modifications are introduced and implemented in a proper fashion. Nonetheless, if these alterations are not well supervised, the firm can register detrimental outcomes, including the incurrence of losses (Banutu-Gomez and Banutu-Gomez 61). Hence, in a work setting, managerial changes are adopted to establish both short- and long-term impact on company’s operations by creating a conducive environment that fosters quality delivery of services, workers motivation, and inventions.
New institutional initiatives introduce more effective leadership styles. An organization that has been led by bureaucratic managers eliminates the element of employees’ freedom. A visionary leader inspires workers by giving them an opportunity to be heard. This milestone can only be achieved through substituting authoritative model with transformational leadership that encourages all stakeholders to work as a team (Ali et al. 163). The idea is to treat subordinate appropriately by listening to them, addressing their concerns, and adopting their constructive ideas into the organization’s operations. In principle, transformational leadership strives to progress the welfare of the workforce while still engaging in effective communication that builds teamwork.
As a long-term venture, a change in the management necessitates the introduction of new skills and strategies for the development of the organization and employees. A practical leader identifies gaps in operations and invents new skills that are linked to new strategies, such as proper management of staffs, efficient control of resources, and improved public relations (Georgiades 13). The workplace, therefore, becomes conducive for employees to enhance the quality of their service to the client. Inevitably, development programs, such as employee training and proper orientation should be implemented to support institutional objectives. The understanding of concepts and working knowledge is assessed using competent appraisal techniques to establish the success of the training programs. As a result, change must include empowerment of the workforce to facilitate proper implementation of new projects and create a positive working atmosphere.
As an immediate action, the use of a standard of practice to manage change and paying competitive rewards creates uniformity and elevates confidence levels of subordinates respectively. When mitigating operational risks, it is paramount to give proper remunerations, allowances, holidays, promotions, and even career growth advice. The motive is to make employees develop a positive notion about the change and encourage collaboration of key players in the organization. In return, policy implanters will find it easier for them to introduce more ideas in the future since workers understand the transitioning culture between new and old systems (Stouten et al. 758-759). There is improved cooperation among employees and the administration, which creates a conducive atmosphere for the execution of tasks. As a consequence, the organization increases its production and competitive advantage in the market through the use of a competent and confident workforce.
Overall, changes in an organization are necessary for the improvement of services and experience of subordinates. Successful implementation of operational modifications results in the advancement of better skills and strategies to achieve the objectives of the institution. Hence, change is inevitable when the leadership style adopted relates to the expectations of workers regarding motivation, freedom of expression, salary payment, and innovations. These elements are addressed by adopting a competitive total reward plan that entails increased salary payment, training, promotions, and allowances. In practice, teamwork and confidence among stakeholders, including workers and managers, play integral roles in realizing the goals of a company.
Ali, Norlina M., et al. “Influence of Leadership Styles in Creating Quality Work Culture.” Procedia Economics and Finance, vol. 31, 2015, pp. 161–169.
Banutu-Gomez, Michael Ba and Shandra MT Banutu-Gomez. “Organizational Change and Development.” European Scientific Journal, vol. 2, no. 2, 2016, pp. 56-67.
Georgiades, Stavros. “Employee Engagement and Organizational Change.” Employee Engagement in Media Management. Media Business and Innovation. Springer, 2015, pp. 9-37.
Stouten, Jeroen, et al. “Successful Organizational Change: Integrating the Management Practice and Scholarly Literatures.” The Academy of Management Annals, vol. 12, no. 2, 2018, pp. 752–788.