Change Management

Kaci Ayres

Phase 1 Individual Project

“Change Management”

Professor Gigi Smith

April 7, 2008

Abstract

To fruitfully guide change, it is vital to acknowledge that the change itself does not necessitate managing, but rather those engaged with it. To efficiently manage and guide people through any type and size of change, it is beneficial to conscious of the many different approaches people respond, as well as desire to deal with change, and to understand that the way you see change is colored by your own perceptions. Deciding the style of leadership that would work best in any given situation is tricky, yet necessary in order to influence the goal’s outcome.

Introduction

After evaluating the acquisition between EEST and Quest, and the integration of new employees, I have begun to self evaluate myself and what kind of leader that I am currently, and whether I need to modify my style to better suit this situation, or if how I am currently approaching my employees would be successful CTU Course Materials, 2008). Some questions that I felt hit the most important elements of any leader are:

1) I ask for employee ideas and input on upcoming plans and projects

2) When things go wrong and I need to create a strategy to keep a project or process running on schedule, I call a meeting to get my employee’s advice

3) I want to create an environment where the employees take ownership of the project. I allow them to participate in the decision making process

4) I ask employees for their vision of where they see their jobs going and then use their vision where appropriate

5) I allow my employees to set priorities with my guidance

6) I like to use my leadership power to help subordinates grow

7) By allowing myself to delegate responsibilities, I am showing that I trust my employees to complete the task at hand. Developing working relationships with each team member will help determine what each player’s strength’s are and where their expertise lies.

Because we are integrating different management teams, it is important that we have several meetings to understand what everyone is willing to bring to the table. Establishing what our current employees have to offer and what the new members will add will make the transition much smoother will be the first step of the declarative process.

Having an organized integration plan prior to the merger has begun should be step number one. It will pave the way for ensuring a focused, driven group throughout the integration process. Acquisitions are sensitive processes and there are many aspects that have to be considered at every stage of the process. One of the most prevalent reasons why acquisitions fail is the failure of both organizations to amalgamate at the cultural level (Four Steps to a Successful Merger, n.d.).

Both companies are going to be bringing their own organizational characteristics or cultures to the table and everyone is encouraged and expected to offer their suggestions and share their points of view (Four Steps). What we oftentimes do no consider is that both organizations will have very different points of view, but that does not mean they are wrong. A competent manager will appreciate this and promote thoughtful discussion about the most efficient and profitable way to merge the two companies (Four Steps).

Communication is the most important element in any team environment. It is essential for senior management to have effective communication