Supervisors should always be aware and encourage employees to discuss any issue with them. This will make sure that and problems the employees have, they can be dealt with early instead of turning them into grievances against the company and its workers. This would be the second best practice. When problems are dealt with when they first come up and employee feels like what concerns them is also what concerns the company and is therefore dealt with then and there or the supervisor can find out ways to deal with them. When problems are not dealt with they can become conflicts against the company that can take long times to settle since they employee most likely found someone who would listen to them.
Involving the group in decision making and other processes can make a better work environment. Be a leader that listens, and understands truly what is that their employee are going through during their work day. The fifth strategy, “Get Beyond the Red Wagon”, focuses on the responsibility of the manager to guide their staff into change. Many change that are made are done due to customer demand. A company that does not change to meet the customers needs, will lose customers and eventually be out of business.
The goal should be to convince workers of the dangers of divisiveness so they become agents of change, according to the book “The Psychology and Management of Workplace Diversity.” Hold group meetings that allow everyone to voice their concerns, not just people in supervisory positions, which might not represent all the various groups that exist in the workplace. Some low-level employees might hesitate to criticize supervisors in public, so maintain an open-door policy that allows workers to voice their concerns privately. The goal is to encourage awareness of everyone's needs, not just those of the powerful few.
In these situations we will need to think about who else may benefit and why this is important. A new procedure may take you longer; however, it could allow a better service to be given to our internal/external customers, which could result in better working relationships and/or customer loyalty. Responding negatively to a change will influence those around us creating a difficult environment to work in. A positive approach encourages a good working environment and good teamwork. b) Explain why you should respond positively to changes in products or services.
The learning curve will present challenges in that, employees will maintain the need to refer to the old system to proceed with business as usual. Possible struggles presented by the learning-curve are expected from several employees. Some will adjust more than others, but the main challenge is in the adaptation or orientation phase. Technologically, since the system is equipped with back up software, it should eventually eliminate the need for hard copy records and files. This will save time in the long run, which should encourage most employees despite their initial frustration with the management system change.
Preparing the staff for the change well before the change took place would give staff the chance to understand why we were making the changes and allow staff to offer alternative solutions to the problem. Involving your staff in the decision making process shows that management values everyone’s ideas and, do not follow a “top-down” regime of dictating and delegating (Shepell, 2009). Whatever was decided the absolute correct course of action would have been to properly prepare the staff for the changes. Our Human Resources division did not forward the letter that was drafted to the union to inform them that there was a shift in the way business was going to be conducted. Giving proper notice would have prompted a meeting between management and the union in which management would have been able to explain why the changes were absolutely necessary.
This is extremely important as it relates to competitive advantage and non public information. Another example is inappropriate or offensive behavior. Management does not want the names of those offended being released for fear of backlash, and or other employees attempting to torture or harass those individuals. From an employee perspective, it is often difficult to grasp being dismissed from a job without a reason being provided. Most of the time employees are left wondering what happened.
The technical and non-technical staff needs to give the manager as much feedback as necessary in this stage. If the plan is working and what can make it better. The manager needs to realize that it is alright to change if something is not working. Running head: Technology Implementation 6 The final step of the process is institutionalizing the new business processes. This is the stage that some managers miss.
Management also discussed the possibility of those employees who had no intention in learning the skills conducive to function in an EMR based facility. The team believed this could cause an increase in employee retirement, terminations, and a reduction in volunteer employees because of noncompliance. Even more than finance pressures of implementing the EMR system, management thought that the community impact and political influences would also be a huge presence that could hinder a successful change. Keeping local organizations informed throughout the process is important to preventing possible issues in this area. Change is always hard when it concerns a large undertaking like the EMR system, everyone gets involved.
Simpson should talk to the supervisors that a change in the system is necessary so that they could catch up with the demand. To achieve that the observation that Green is doing is necessary so that they could have a new strategy that will really fit the company. Since the supervisors are reacting negatively to change the system, we believe that it would be needed that Simpson and the supervisors have a long talk to discuss the new changes that the company might experience. Due to the resistance of the supervisors to the proposed changes we believe that Green, Rider, and Simpson should let