As a manager, how would you deal with resistance to change when you suspect that employees’ fears of job loss are well-founded? Give an example of what you might do or have done as a manager to improve the situation and why. Respond to two other student responses.
Stephanie Ross
- RE: Week 6 Discussion
Getting employees to embrace change within the workplace is not always an easy task. This difficulty is especially true when you have employees who have been there for a long time and are set in the “this is the way we always do it” mindset. If you were to compound this issue and the potential of layoffs, this could be very tricky. Whether the change is developmental, transformational, or transitional, the steps to get employees to embrace the change will be pretty similar.
For this scenario, first, I would listen to my employees’ fears and ensure that I will be transparent with the situation. Then I would discuss with them the importance of this change. Next, I would ensure they understand that I support the change because it is best for our organization and then ensure they know how they can participate in the transition. The most important task for me will motivate them to embrace the new change as it may potentially keep the layoffs from occurring. Once the change takes place, it will most likely take reinforcement to ensure we sustain the change.
While employees are still feeling uneasy about layoffs, I think that being as transparent with my employees will gain and maintain their trust, and therefore they will be more willing to comply with the change as the layoffs are not set in stone.
Stephanie
Toya McGhee
RE: Week 6 Discussion
Dr. C and class,
As a manager, I have had to deal with resistance to change from my team due to circumstances that would lead to job loss. First thing for me as a manager is to understand that leading requires knowing how to follow. I always made sure that my team knew that an open-door policy existed, and their questions and concerns were addressed with honesty and transparency and were welcomed.
With that said, as a manager I went through a chapter 7 and 11 concurrent bankruptcy filling with an organization that shook my team and myself to the core. The communication was delivered via email and no one, not even me, had a clue that it was happening. To see the team through the change and help them with resistance, I followed a very strategic plan. (1) I only shared information that was factual and accurate and (2) I made sure to be the support that many needed to make a smooth and efficient transition into a new career.
To improve the situation, we made the most of the last few months of business by being intentional with our choice of words with each other and customers. We focused on closing that chapter for the next one to be even greater. Second, we enjoyed our time together as a team by having a holiday party, playing secret Santa, and exchanging contact information prior to closing to ensure we all stayed in touch. As a manager I felt an obligation to also be a connection to the team by helping them with their job search, providing references, and helping update resumes and cover letters.
These actions were important for me for several reasons but above all for the support my team needed and deserved. So many times, managers take teams for granted and fail to see their contributions and sacrifices for the organization. I understand all to well that people work for people. Even with a team full of resistance to stay the course and close out that chapter together, I managed to motivate and inspire the team to move forward without walking away. While most are afraid of change and strongly dislike forced change at the end I found that most members were actually ready for something different but afraid of change and a new environment. This was a good example of change is good.
Destin Jennings
RE: Week 6 Discussion
Hi Class,
As a manager, how would you deal with resistance to change when you suspect that employees’ fears of job loss are well founded? Give an example of what you might do or have done as a manager to improve the situation and why.
Change is always something scary, I feel like it is human nature to naturally to be resistant to change, however, there is normally a root issue causing the issue. As a manager, to improve the situation, the first thing I would do is having a conversation with my employee. In most cases, people want to be heard, and giving them a chance to voice their opinions will help alleviate the frustration they feel over the situation.
Personally, I feel like during the conversation, it will be most important for me to remember what I would do if I was in the employees shoes and that I was once in their shoes before becoming a manager, and how would I like my manager to go about this matter with me. Experience would be my best teacher in this case to guide the situation.
I would also be sure to motivate the employee and remind them of their worth and what they bring to the table. We will also go over personal changes in their life that they have encountered and use those as examples of how it may have initially felt scary, but once they got through it how it felt on the other end of the spectrum.
Part two of the discussion
Please respond to the following:
Describe the process of a decision you made in the last month at work or at home. Which model—classical, administrative, or political—did you use to make your decision? Was it programmed or unprogrammed? How do you know? Explain your answers. Respond to two other student responses.
. Thomas Keith
RE: Week 5 Discussion
This past week I had my trainees begin working face to face with customers. They have trained along side myself and others for the past two months. They only way to truly work in my industry is to learn the systems and to work with our customers by diving in head first. Under supervision, of course. My Trainee who is still un easy got a very complicated situation right off the back. I had to make the choice to intervene. Though it cost him some valuable experience, it saved a very expensive account for us. I had to make the choice using the CLASSICAL MODEL to do what was best economically for the company which was the logical choice in the moment.
Programmed – course of action so common it has a listed set of procedure and expectations due to its regularity.
Unprogrammed – Course of action that is unique and not common enough to have a set plan for. Critical thinking is vital in these moments.
In my scenario. I know instantly when reading for our assignment my response was programmed and classical. It was trained and expected reaction to a common situation that was made with the companies bottom line in mind.
November 1, 2021 6:03:39 PM EDT
Toya McGhee
RE: Week 5 Discussion
Dr. Collins and class,
Programmed decisions are those that are a result of experience. The decisions stem from conditions that have transpired frequently enough to warrant judgements and guidelines to be utilized for the future. Organizational difficulties implore the use of programmed decisions.
- Nonprogrammed decisions are a response to situations that are distinctive, unstructured, and poorly defined that convey significant after-effects for the organization. Non programmed decisions bring a great deal of risk and uncertainty leading to end results that are not known to decision makers based on the unfamiliarity of the situation.
In the past week I have had to make the decision to schedule evening appointments and take personal leave to be able to run errands and take care of things that need to be done around my work schedule. I am working from home and I have had a challenging time separating work and home and being able to separate from work even though I am home. My decision is an administrative decision.
Features of administrative decisions such as human limitations, uncertainty, and ambiguity is why I classify this situation as administrative. Throughout the day I have numerous tasks to complete, reports to run, and calls to take. I have frequently loaded up my work gear and traveled with work computers to avoid missing calls and deadlines as well as ensure I do not miss an important email or ping. Unfortunately, this was beginning to become more difficult in the doctor’s office or dentist. Two appointments that are rarely accommodated by evening hours. Rationally it made more sense to (1) schedule appointments on the same day and take personal time or (2) schedule separate days and try to work around my hectic schedule. I also have several other appointments that are monthly appointments such as manicures, pedicures, and massage sessions.
My decision was programmed based as this situation has happened enough to warrant my decisions to take time off instead of trying to take work with me. I am experienced with thinking that I can get things done during my lunch break as well as assuming that I can squeeze everything in a day without running myself ragged. It is difficult to take work with me and it is a huge hassle. I also know the risk associated with being away from my desk for an extended amount of time when an appointment runs over or I get caught in traffic.
Stephanie Ross
RE: Week 5 Discussion
Greetings class,
In the last month, I have had to make administrative decisions for our organization. For the last year, we have been faced with extreme financial constraints. As such, I must make decisions on temporary staffing cuts. Therefore, I must decide what positions, if not filled, will lead to organizational failure. According to the class text, I utilize classical decision making because “The decision-maker is rational and uses logic to assign values, order preferences, evaluate alternatives, and make the decision that will maximize the attainment of organizational goals” (Daft,1). Since this issue has been going on for a year and I have had to make this decision monthly, I would say that it is a programmed decision.
Source
Richard L. Daft. 2018. Management (13th ed.). Cengage Learning.
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