It is critical that managers have training in and knowledge of the dynamics of the change process. Whether the force for change comes from external sources or from within the organization, managers must learn to meet these challenges. Often managers themselves act as sponsors or agents for major changes. In either case they usually find it dificult to prepare employees adequately to reduce resistance. This training will focus exclusively on the change process as it relates to managers and their employees at all levels throughout the organization.
You will learn how to build systems and structures to You will learn how to build systems and structures to navigate and orchestrate change, how to create commitment and benefits, as well as how to face the challenge and demands of change. In addition, the change process and its relationship to communication, conflict, power, stress, and risk will also be addressed. By the program's conclusion, you will have the requisite skills to successfully carry your employees through the next change that occurs in your workplace.
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"I have definitely acquired more information here than anywhere else on how to successfully manage "correctly" in order to position myself and my company for the future."
John J. McSheffrey, Manager MIJA Industries Inc.
"Andrew is an excellent teacher, thorough, knowledgeable, and prepared. I feel much more prepared and truly understand my role as a manager. I also have the necessary tools to make the changes required."
Linda Curtis, Manager/Admin. Service James Gray Construction
"As a novice manager, it was a real eye opener! Hope you have follow-up courses to maintain and encourage further growth for everyone! Thanks!!!"
Mark Mueller, Chief Engineer MIJA Industries
Studies have shown that the degree to which people are involved in the change process, i.e. take an active role, usually depends on their ability to overcome resistance to the idea of change. Conversely, the greater involvement people have in the change process affecting them, the greater the likelihood of successful change. Secondly, the more information people or individuals have about the change(s) taking place, the better they are able to understand and adapt to what needs to occur next. Finally the individual’s past experience with change. Knowing whether a person or group tend to deny or avoid change or accept and work through change, can help determine the plans that need to be made to prepare them.
Research what happened during the last change. Find out how your group has responded to change in the past. determine whether your organization is ready to undertake a change. Learn from past experience, and use this information in your current action plans. Do not cause excessive anxiety by publicizing change too far in advance, before people are asked to act. Assess the organizational readiness of your team. Give people enough time for adequate planning and preparation. Set your priorities, and change the most important things one at a time.
Several conditions are necessary for individual, group, or organizational changes to become permanent. A. Formal policies and reward systems must support the new behaviors. B. The change must be supported by the whole group, and C. The change must be incorporated into the whole organization’s culture - formally and informally. All of these conditions must be sustained over a long period of time through several generations of employees to be considered successful.