Poster
Change is acknowledging the things we are familiar with and also for what we are not aware. Good leadership in an organization is searching for opportunities that will positively impact the values of people who are looking up to them. Leaders need to confront and embrace the change that is overwhelmingly happening worldwide (Al-Ali et al., 2017). When reflecting on Aquatel, the organization lags to manage change and implement it to its operations. The leadership and the management have restrained their self-awareness that cannot see beyond their style and conductivity. I choose to highlight the personal experience from my organization concerning managing the change and employee well-being
For a change to be implemented effectively, every employee has to acquire a feeling of it, think about and be part of the change. Managing a change is a key issue that my organization experiences, and it is more important to address it. To implement the change, my organization breaks the operation into small pieces by assigning a task force to certain tasks (Al-Ali et al., 2017). They have to come back with a solution for a preferred period. However, it has to be known that the objective is not to acquire each problem differently but rather to connect and balance the change (Al-Ali et al., 2017). In this case, the management and leadership need to understand that removing one piece dismantles the whole structure or balance.
Aquatel mostly assigns a particular group of leaders whose mandate is to manage the change process. Their behavioral operation is to separate themselves and engage in formal discussion towards strategies that are likely to be implemented (Gervasi et al., 2021). In addition to this, they do not communicate with anyone till the due day to report back. However, such implications are not effective since the change affects all of us. They have to engage us in their conversation to prepare for implementation strategies (Gervasi et al., 2021). The management needs to understand that change is an emotional behavior, and our involvement is essential for the transformation.
image1.jpg
https://images.unsplash.com/photo-1573164574511-73c773193279?ixid=MnwxMjA3fDB8MHxwaG90by1wYWdlfHx8fGVufDB8fHx8&ixlib=rb-1.2.1&auto=format&fit=crop&w=750&q=80
On the other hand, the staff pictures that scenario from a different perspective. In this case, the absence of a message is also a message to the employees. The task force’s conductivity of remaining silent also sends a message that something is going on within the organization, thus lack clarification (Gervasi et al., 2021). On the other hand, such behavior may alarm the eruption of disputes more when rumors spread concerning downsizing or salary deductions. The organization creates room for gossips and misinterpretation of occurrences (Gervasi et al., 2021). In addition to this, rumors worsen when no information is shared. The company needs to involve a conversation with us to clarify and prepare ourselves for the change.
In the current scenario regarding the conduct of the task force towards managing change, no positive impacts resulted from the employees. Due to the intervention of the pandemic, the task force provided the so-called solutions to save the organization’s costs. The management of Aquatel agreed that we were to relocate to small branches, and a total deduction of sixty-five percent on our salaries will cater to computers and network systems (Wu & Lee, 2017). The change brought disputes and none of the employees adhered to the orders. When such a process is being discussed, the management needs to engage the employees to facilitate smooth implementation. In addition to this, they have to explain the guiding principles towards such changes daily and how we can integrate them (Wu & Lee, 2017). On the other hand, the proposal was good since our health is a crucial matter, but the salary aspect needs to be discussed to reach an agreement.
Managers are responsible for any communication process towards managing change. Rumor fills the vacuum, and managers need to clarify, more so, efforts towards embracing the change. In this case, people always want to constantly hear the same message frequently to adapt to the change; no changes come wholesomely to be effective (Martinsuo & Hoverfalt, 2018). However, the management needs to evaluate the understanding capability of the change towards its employees. In this case, they need to gather everyone’s support and belief towards the change and how to interpret the information. To ensure that the communication is well received, they have to listen, observe our conduct and communicate enough to ensure the message is achieved (Martinsuo & Hoverfalt, 2018). Change has steps; the initial step is to allow people to familiarize themselves with the change, thus shaping their attitudes. The behavior will eventually change and result in commitment.
On the other hand, when reflecting to change, people do not terminate their beliefs because of the organization’s new direction. The organization’s effort will make employees believe in change when particular behavior or actions are yielding desired results that will enforce operations (Martinsuo & Hoverfalt, 2018). In this case, an organization can only rent the behavior of the employees; therefore, they should focus on winning their attitudes. On the other hand, management needs to acknowledge that feeling is an essential aspect of embracing change (Martinsuo & Hoverfalt, 2018). It is a fundamental tool to change one’s behavior and implement change in the organization. In addition to this, employees can connect to the organization when their feelings and beliefs are valued.
The task force should initiate early conversation within the organization and make sure each department is involved. Such measures will impact on the results productivity hence winning the attitude of the employees. In this case, the information procedure is crucial for both the organization and the staff. On the other hand, spreading the discussion ensures that each employee understands the change (Al-Ali et al., 2017). It also assures a common understanding of the companys situation. In addition to this, it creates an opportunity for alignment with its activities and overall objective.
image2.jpg
https://image.shutterstock.com/image-photo/diversity-group-people-meet-party-600w-390487207.jpg
Employee well-being is a result of mental and physical health status. This issue is crucial because it affects the operation of the business. It also affects the relationship between the clients and the organization (Walia, 2018). In addition to this, it facilitates a calm environment between one another towards functionality. My organization does not take much serious consideration to this aspect, affecting its operation without their knowledge. The employees are hardly given sick leave, and it affects their driving power to the operations, thus reduce performance and productivity (Walia, 2018). On the other hand, there is a lack of proper management of workload allocated to the staff.
The management fails to deliver proper task clarity when assigning work. Employees are not provided with any training or orientation towards managing such tasks. The management needs to deal with such aspects to avoid confusion in determining what to prioritize (Zhang, 2020). On the other hand, the organization does not initiate certain activities to motivate an employee’s well-being. The monthly paycheck does not motivate anyone towards perfecting their duties. In this case, the management needs to create activities that will improve motivation and make employees enjoy their work, thus deliver good results (Zhang, 2020).
image3.jpg
https://image.shutterstock.com/image-photo/overjoyed-diverse-businesspeople-have-fun-600w-1702087150.jpg
The Aquatels management could have invested in understanding the habits and unique needs of every staff. Also, their working approach when performing a specific task and how they react to the task (Walia, 2018). The focus should not be on the result though it is crucial for the continuity of business operations. In addition to this, the management could have congratulated the employees’ efforts, their dedication, and resilience towards the results. On the other hand, Aquatel should prioritize their employees’ personal growth and value (Walia, 2018). Such a narrative will improve their performance and their efforts. In this case, employees will feel safer directing all their energy to deliver good service in the future.
On the other hand, Aquatel should have opted for prevention measures rather than curing situations. When reflecting on work load and the urge to meet the quality and deadline, most employees endure stress and fatigue (Karapinar et al., 2019). Such issues result in a collapse in the working place. The organization should look for other alternatives like introducing mental health services. When such a program is implemented, it will be impossible to experience the collapse of employees or absenteeism (Karapinar et al., 2019). The organization needs to dwell on mitigating such risks before they worsen during work hours.
In conclusion, the organization should take proactive approaches and avoid reactive ones when dealing with the stress or fatigue of the employees. In this case, the well-being of the employee will improve their performance and productivity. In addition to this, embracing the employees’ efforts and their resilience towards achieving good results is one way of improving their well-being. On the other hand, companies need to make good processes when implementing a change in their operations. In this case, they should introduce the concept to the employees to discuss and familiarize themselves. After that, they will change their attitude and behavior towards the change and start embracing the concept. Finally, they understand and implement it for their benefit and the organization.
Al-Ali, A. A., Singh, S. K., Al-Nahyan, M., & Sohal, A. S. (2017). Change management through leadership: The mediating role of organizational culture. International Journal of Organizational Analysis.
Gervasi, D., Faldetta, G., Pellegrini, M. M., & Maley, J. (2021). Reciprocity in organizational behavior studies: A systematic literature review of contents, types, and directions. European Management Journal.
Karapinar, P. B., Camgoz, S. M., & Ekmekci, O. T. (2019). Employee well-being, workaholism, work-family conflict, and instrumental spousal support: A moderated mediation model. Journal of Happiness Studies, 1-21.
Martinsuo, M., & Hoverfält, P. (2018). Change program management: Toward a capability for managing value-oriented, integrated multi-project change in its context. International Journal of Project Management, 36(1), 134-146.
Walia, K. (2018). The relationship between employee well-being and spirituality at the workplace. IUP Journal of Organizational Behavior, 17(3).
Wu, W. L., & Lee, Y. C. (2017). Empowering group leaders encourage knowledge sharing: integrating the social exchange theory and positive organizational behavior perspective. Journal of Knowledge Management.
Zhang, S. (2020). Workplace spirituality and unethical pro-organizational behavior: The mediating effect of job satisfaction. Journal of Business Ethics, 161(3), 687-705.
Challenges in Management and Organizational Behavior
Managing the Change at Aquatel
Implementation of the Change
Critical Balance
Dealing with the Pandemic
Dealing with the Pandemic
Alternative Ways to Manage Change
Initiation of Conversation
Employee Well-Being
Health Status and Workload
Motivation and Appraisal
Alternative Approach
Conclusion
Reference
Recent Comments