Organizational Change and Decision-making Sample Paper
Change decision-making is an integral part of a manager’s daily activities. whether reshuffling the department employees or delegating tasks, the daily decisions managers make have a significant impact on the organization. However, according to McConnell (2018), it is always good practice to involve the team in the process because bringing people into the conversation about any apparent change would make them ‘own’ the process. In this case, though, the administrator did not involve the working supervisors when making the decision to fire the office manager. This was wrong because the supervisors would feel ignored, a phenomenon that would breed conflict, distrust and disharmony (Sharma et al, 2018).
The business office staff would then develop an overriding negative attitude towards the effected change because they were not involved or consulted in the decision to replace the office manager. This can derail the supervisors’ engagement, productivity and performance; ultimately having a negative impact on their productivity (Tappen et al, 2017). Furthermore, deciding to replace the office manager with an outsider create a sense of insecurity among the supervisors, dwelling with them through that they could lose their jobs to outsiders at any time.
This attitude might have a direct impact on the supervisor’s behaviour towards the new office manager, which could possibly affect the new office manager’s performance (Zhao et al, 2021). They might fail to effectively interact and integrate him into the organization, especially with the view that he or she is an outsider. Consequently, the productivity of the supervisors, as well as that of the new office manager, may quickly decrease, affecting the organization’s ability to achieve its objectives.
Every change to the familiar can cause frustration, resistance and friction, and that is why there needs to be employee involvement in every change process. Replacing the office manager is a significant change of team structure that may be accompanied by a change in new expectations, new workflows and new behavior. These apparent changes may be jarring to the supervisors and cause undesirable attitudes in them.
References
- McConnell, C. R. (2018). The effective health care supervisor. Jones & Bartlett Learning.
- Sharma, N., Herrnschmidt, J., Claes, V., Bachnick, S., De Geest, S., Simon, M., & MatchRN‐
- Study Group. (2018). Organizational readiness for implementing change in acute care hospitals: an analysis of a cross‐sectional, multicentre study. Journal of advanced nursing, 74(12), 2798-2808. https://doi.org/10.1111/jan.13801
- Tappen, R. M., Wolf, D. G., Rahemi, Z., Engstrom, G., Rojido, C., Shutes, J. M., & Ouslander, J. (2017). Barriers and facilitators to implementing a change initiative in long-term care utilizing the INTERACT™ quality improvement program. The health care manager, 36(3), 219. doi: 10.1097/HCM.0000000000000168
- Zhao, Y., Liao, L., Feng, H., Chen, H., & Ning, H. (2021). Enablers and barriers to implementing care quality improvement program in nursing homes in China. BMC geriatrics, 21(1), 1-10. https://link.springer.com/article/10.1186/s12877-021-02488-0