Management of Change in a Multinational Company and Government

This week I learnt the concept of management of change in business, which defined as an intended objective to direct the company into a different future position as dictated by market forces such as globalization, competition, relocation of capital and labor. Skills needed for change include anticipation, communication and listening.  The stages of implementation are communicating the purpose, adopting change, and sustaining change. Some of the guidelines for change are creating urgency, forming committees, having a vision and short-term goals, convincing skeptics, and developing corporate culture (Hurn, 2012).

In government, employees who are bureaucrats, experience shock when change is effected, for example adopting new technology, reorganization, switching from service to profit orientation. Middle-level managers use loads of data to justify resistance to change proposed by their seniors, by discreetly withholding services, revolting against authority, or staging a go-slow. In today’s society change is a transition, but the managers find it burdensome to effect. (Fronda & Moriceau, 2008).

I learn that change is necessary, therefore I have to be flexible in business. The steps to implement change are challenging and abstract, but after relating it to real-life, I found it practical. I also learnt that it is difficult to effect change in government because of bureaucracy, but if I worked for government I would keep updated on new business processes.

References

Fronda, Y., & Moriceau, J. (2008). I am not your hero: change management and culture shocks in a public sector corporation. Journal Of Orgchange Mgmt, 21(5), 589-609. http://dx.doi.org/10.1108/09534810810903234

Hurn, B. (2012). Management of change in a multinational company. Industrial And Commercial Training, 44(1), 41-46. http://dx.doi.org/10.1108/00197851211193417