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Manaqinq chanqe in hard times

机译：Manaqinq chanqe在困难时期

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Purpose - The purpose of this paper is to describe the hard times currently faced by many organisations, particularly public-sector organisations in the UK, review the relevant published literature on the management of change and explore two issues not adequately dealt with in the literature. The initial literature review looks at three themes, namely visionary theories of leadership, unsuccessful implementation of change, and successful implementation of change. The two additional issues are how to manage change when you do not have a clear vision and how to manage change when you have a vision but it is resisted or rejected by job holders. Design/methodology/approach - The article begins by looking at the hard times faced by public-sector organisations in the UK, where organisations find themselves under attack on both political and economic grounds. Jobs, salaries and pensions have all been cut, along with training and development activities, and further cuts seem likely. This case study is relevant to all involved in the management of change, irrespective of whether the changes are taking place in public, private or voluntary sector. The article then looks at the published literature on visionary leadership, unsuccessful change management and successful change management. From this literature review, it is possible to identify five inter-related sets of issues that are likely to determine the success of attempts at organisational change, namely, strategic thinking, leadership, task management, relationships and resources. The author then draws on his own experience in management training and development to identify two issues frequently raised but not adequately dealt with in the published literature, namely, how to manage change when you have a vision but it is resisted or rejected by job holders, as well as to offer suggestions for handling such matters. Findings - The success of attempts at organisational change is seen to be related to the following five sets of issues: strategic thinking (e.g. environmental scanning, prior problem diagnosis and analysis, and having a good solution); leadership (e.g. developing and'communicating a vision, building support for the vision and developing teams); task management (e.g. planning tasks, allocating roles, establishing monitoring procedures and co-ordinating activities); relationships (e.g. listening, consulting, involving, supporting, encouraging and developing staff); and resources (i.e. having or acquiring necessary resources, including money, time, people and technical expertise). In order to manage change successfully when you do not have a vision, it is important to: manage emotions, particularly by acknowledging how people feel and why they feel the way they do; take steps to develop a vision and keep people informed of the steps you are taking; engage in two-way communication throughout the process; develop and communicate visions about visions, make clear what you aspire to and how you will get there; and engage in and promote continuous learning and development. In order to manage change when a vision is resisted or rejected, it is important to: manage emotions, as described above; avoid lies, bulls'" and management-speak; and engage in honest, open and constructive two-way communication. It is concluded that the above two problems are intrinsically difficult and it may not, therefore, be possible to achieve commitment to change. Nonetheless, it may be possible to limit the damage, provide a foundation for building more positive longer-term relationships and make the best of a bad job. Originality/value - The originality and value of this paper lies in the way in which it: reviews and draws together previous theory and research on change management; identifies two problems commonly encountered in hard times but inadequately dealt with in the existing literature; and offers practical and realistic suggestions on how to handle the two problems. These findings have implications for anyone involved in the management of change in hard times, as well as training and development professionals working in this area.
机译：目的-本文的目的是描述许多组织（尤其是英国的公共部门组织）目前面临的困境，回顾有关变革管理的相关公开文献，并探讨文献中未充分解决的两个问题。最初的文献综述着眼于三个主题，即领导力的远见卓识，变革的成功实施以及变革的成功实施。另外两个问题是，当您没有清晰的愿景时如何管理变更，以及当您的愿景却遭到老板拒绝或拒绝时如何管理变更。设计/方法论/方法-本文首先介绍了英国公共部门组织所面临的困境，这些组织在政治和经济方面都受到了攻击。裁员，薪水和退休金以及培训和发展活动都被削减了，并且有可能进一步削减。此案例研究与所有参与变更管理的人员有关，无论变更是在公共部门，私人部门还是自愿部门进行的。然后，文章着眼于有远见的领导，失败的变更管理和成功的变更管理的已发表文献。从这篇文献综述中，有可能确定五组相互关联的问题，这些问题可能决定组织变革尝试的成功，即战略思维，领导力，任务管理，关系和资源。然后，作者将利用自己在管理培训和发展方面的经验来确定经常在出版的文献中提出但未能充分解决的两个问题，即，如何在有远见但又遭到工作人员拒绝或拒绝的情况下应对变化，并提供处理此类问题的建议。发现-组织变革尝试的成功与以下五组问题有关：战略思考（例如环境扫描，先前的问题诊断和分析以及具有良好的解决方案）；领导力（例如发展和传达愿景，为愿景建立支持和发展团队）;任务管理（例如计划任务，分配角色，建立监控程序和协调活动）;关系（例如，倾听，咨询，参与，支持，鼓励和发展员工）；和资源（即拥有或获得必要的资源，包括金钱，时间，人员和技术专长）。为了在没有愿景的情况下成功地应对变化，重要的是：•管理情绪，尤其是要承认人们的感受以及他们为什么以自己的方式行事；采取步骤发展愿景，并使人们了解您正在采取的步骤；在整个过程中进行双向交流；发展和交流关于愿景的愿景，明确您的志向以及实现目标的方式；并参与并促进持续学习和发展。为了在视觉被抵制或拒绝时管理变化，重要的是：如上所述，管理情绪；避免诚实，开放和建设性的双向沟通​​。结论是以上两个问题本质上是困难的，因此可能无法实现对变革的承诺。尽管如此，还是有可能限制损失，为建立更积极的长期关系提供基础，并充分利用不良工作。原创性/价值-本文的原创性和价值在于：回顾并汇总了有关变更管理的先前理论和研究；确定了在困难时期中经常遇到但在现有文献中未充分解决的两个问题；并就如何处理这两个问题提供了实用和现实的建议。在艰难时期管理变化，以及在这一领域工作的培训和发展专业人员。

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