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People Issues
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Managing change in the business environment
Evaluation of the Project Implementation
Benefits of Resistance
During our implementation as we are adjusting to the planned change, people became
discouraged because of the problems that developed. The project was subjected to criticism,
attacks and even failure, because it appears to be not working. So what we did was to stop for a
while, look back and re-examine the change proposals. We then revised the implementation
procedure making sure that they are appropriate and then use the system for its intended purpose.
This is one benefit we got from employee resistance wherein it served as a check and balance on
the proper implementation of the project, and resulted into benefits on the company's interests. It
also shows that that reasonable employee resistance causes management to screen its proposed
changes more carefully, and it discouraged careless project implementation.
The kind of resistance that we got helped us identify specific problem areas; thus we can take
corrective measures before serious problem occurs. It also serves as a guide so that implementors
do a better job of communicating a change that would lead to a better acceptance in the long run.
Building Support for Change
By looking at the reasonable resistance offered by employees we were able to see what went
wrong with the project implementation. We were able to determine what should we do in
building support for change:
- Identifying and communicating to the right people - this is very important before, during and
after the planned implementation. During the planning stage of our AM/FM project there was
no extensive talks between the planners and the users. So when the project was implemented
some functional requirements that are needed for the operational activities were not yet
available. This leads to the perceived technical incorrectness of the system. After the
implementation of the project, communication is also very important in assessing the
progress of the project. This would greatly increase the chances of success since we could
make corrective measures decisively where it is needed. Which leads me to the next item.
- Having a fallback procedure - As we have seen in our project implementation, cutover
procedure is not the appropriate approach. Since there were functional inadequacies of the
new system, operational activities were disrupted. Users became frustrated when expected
work outputs could not be delivered. So, users have already made an impression that it was
an incorrect decision to change eventhough the inadequacies were solved after some time.
This resulted to a greater resistance that we have to deal with, which clearly illustrates the
danger on the methods of change greatly affecting the nature of change.
- Considering software preference - Although software selection is more on the technical
issue, it has some effects on people issues. We know that all GIS softwares have similar basic
functionalities. But it has a great impact on people if you are using a popular one. For one,
you will have an abundant pool of workers in the market for your manpower complement.
Also, it helps as a motivational factor for your employees knowing that proficiency in using
them would mean a boost in self-esteem among their professional circle. Also, deep inside
they know that it would be a value added in their marketability.
Leadership in Change
Although there are problems on the tactical implementation of the AM/FM project, we are very
fortunate to have a good strategic plan in anticipating the need for change. Employees are well
aware on the need to be prepared in a deregulated environment. Management had made a bold
move in developing a master strategy for planned change. Not only did the company initiated
different information systems to improve efficiency but it also addressed behavioral issues. This
means that employees are taught on how to let go of the old methods of working, and it also
addressed the problems on uncertainties inherent in change that cause workers to be fearful.
MERALCO was successful in creating an organization that welcomes change by:
- Having transformational leaders - Management initiated bold strategic changes to position
the organization in the future. They articulated the company's vision and sell it vigorously.
This helped the employees rise above their narrow focus to see a broader picture. They
showed charisma that helped influence employees to take early and sustained action. They
expressed high performance expectations making each employee feel their importance in the
organization.
- Creating a mission, vision statement - As MERALCO accepted the new challenges posed by
the changing business environment, it redefined the mission, vision statement of the
company. It made a more realistic and appropriate goal or idea of what should be
accomplished. It redefined the corporate culture of the company that enabled employees to
think beyond their capabilities and raised their awareness to new heights. This increased their
levels of commitment and enthusiasm towards a common goal.
- Stimulating Learning - Introducing change alone was not enough; one critical task is to
develop people's capacity from the experience of change. MERALCO trained its seven
thousand plus (7000+) employees to the different programs like MERALCO Values Course,
Customer Service Excellence, and Total Quality in MERALCO. These opened the eyes of
employees to a positive attitude towards change, to let go of the old ways and be more aware
of the needs of our customers whether internal or external. We know that seminars involved
cost to the company but it leaves no stone unturned to the development of its employees.
This is reflective of the company's belief that its employees are its most valued asset. In fact,
the company even went as far as offering non-work related seminars but self-improvement
ones.
With this mindset in place we can say that we are not just leaving behind a legacy of simply the
change itself but an end product of a dynamic organization that will continue to change.
References
- Newstrom, J. W., Davis K., 1993, Organizational Behavior Human Behavior At Work,
pp. 269-290
- General Education Team, 1996, Meralco Values Course Manual
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