Management Paper on Role of Managers in Implementing Change

Manager’s Role and Responsibility in Implementing Change in the Department

Implementing changes in departments make managers to evaluate and eradicate any barriers that have the potential of materializing and developing resistance from staff. Managers have to evaluate available alternatives and choose the best among them, which fits well to respective departments that experience change (Ledlow, & Coppola, 2013). Staffs and people are always prone to resist changes because of unwillingness of changing their status quo or changing from comfort zone. In addition, change could be threatening some staffs due to fear to losing their jobs or powers. Changes are intended to help organization achieve its objectives and out do competition from competitors in the industry. For successful implementation of change in a department, employees need to understand how they would benefit from it and impacts on routine tasks. Mangers need to bring ideas of change to the staffs, get feedbacks from them and make necessary adjustments. Employees being the people who are meant to implement change could identify drawbacks that manager as a planner could have failed to figure out (Eisenbach, Watson, & Pillai, 2000).

Communicating change to Employees

Communication is one of the key roles of manager when making changes in departments. Employees who will be affected need to be communicated from the manager about change and how their roles will be affected as a result of potential alteration in their departments. Workers become suspicious when they get rumors about changes in their departments. This could have negative effects on their morale causing an element of de-motivation among employees, which could result to poor or low performance in the department. It is the responsibility of manager to communicate to employees about departmental changes and lower anxiety among the staffs. Manager should also assure job security of the employees and that their roles, responsibility, and powers would match their skills and experiences. This would restore employee’s confidence and preparedness to change (Kotter, & Schlesinger, 2008).

Support the Team and proper management

Mangers should support their department, which is major role through changing process. This could be through allocation of proper and sufficient resources to simplify the transition process. Mangers should also assure staffs of their continued support through the transition process, listening to their suggestions and in case of an extra workforce needed should be ready to factor in. Managers should use proper management techniques to help in managing implementation (Eisenbach et al, 2000). The techniques used could be meant to motivate and avoid frustrating employees. Supervisors should be realistic not to under or over manage situations at hand. Mangers can use rewarding programs compensating for the alterations and to create a positive effects. Additionally, managers are supposed to address an issue of fairness in the department. When empowering staffs, duties allocations should be through a competitive ground rather than favoritism (Ledlow, & Coppola, 2013).

Handling Staff Resistance to Change

Change is a compulsory and unavoidable phenomenon in organizations operating during the current era of technology and globalization. Though important, changes could face resistance from different stakeholders hence managers need be equipped on available ways to handle it. One way of addressing resistance to change is through involving parties concerned with implementing change during the planning process. By so doing, employees would raise their suggestions of which need to be incorporated in the change. Through involving them especially by considering the ones who are prone to resist change, employees would develop a sense of ownership lowering resistance. People are not likely to resist a change that they are part of and hence will embrace it (Graetz, Rimmer, Lawrence, & Smith, 2006).

Managers should take an initiative and communicate effectively the need for change to all employees. Virtual of openness and honesty is of great significance, which will develop the sense of importance, and employees would not feel neglected by their seniors. Where possible, managers should ensure that change did not completely alter the peoples need, group norms, and friendships. Change should strictly focus on what need to be altered, especially positive aspects. Training programs are essential to curb resistance from employees. This is because employees would not fear failures of meeting their targets during transition period or threat to lose jobs. Training programs should instill basic skills, knowledge and assists employees to redefine their new roles or adjustments required to perform tasks resulting from change implemented (Graetz et al, 2006).

Managers should also identify the root causes of resistance through feedback from employees. After analyzing them, they should assure the team that those drawbacks would be addressed without hesitation. Managers should appoint change management team that will oversee implementation process and ensure successful execution. The team should involve levels managers since they have great influence on staff’s behavior towards change. In addition, managers should expect resistance to change from employees hence avoid frustration during the initial stages of implementations (Kotter, & Schlesinger, 2008).

Leveraging knowledge management, organizational learning, and transformational leadership

Knowledge management refers to the practice involving obtaining, sharing and employing organizational knowledge in an efficient manner. It relates to multi-disciplined techniques that aim at accomplishing goals and objectives of the company using knowledge effectively. Knowledge management efforts normally centers on organizational objectives like improvement in performance, winning edge, novelty, continuous sharing of ideas acquired, incorporation and continuous progress. Knowledge management is the enabler of the organizational learning and the two almost overlap; the differentiating factor being knowledge management concerns with recommendation of information sharing (Kotter, & Schlesinger, 2008).

Organization learning refers the procedures involved during creation, retention and transferring of information in an organization. The knowledge retained is critical and can be used in improving organization in any area. Organizational learning goal is to help organization adapt to changing environments, conform to unpredictable conditions and enhance effectiveness (Graetz et al, 2006).

Transformation leadership refers to management where manager is charged with recognizing the required change coming up with a vision that would guide alterations through stirring and execution of change together with the team. Transformation leadership boosts motivation, drive, and performance of the employees in the organization through creating the sense of identity, leading by examples, job empowerment, and emphasizing on accountabilities. Transformation leadership also encourages employees and increases their acceptance to organization change changes (Graetz et al, 2006).

Application of these three managerial practices gives departments and organizations power to act effectively when implementing organization cultural change. Cultural change is the most challenging practice in management of organization and departments (Kotter, & Schlesinger, 2008). By applying the knowledge management, learning organization and transformation leadership simplifies the whole process. This is because, employees are aware of the organization and department practices through information sharing in knowledge management, its retention and transfer in learning organization and are motivated, following their role model leaders in transformation leadership. The three practices make change in organizations and departments achievable with ease, hence minimizing resistance from employees (Graetz et al, 2006).




Eisenbach, R., Watson, K., & Pillai, R. (2000). Transformational leadership in the context of organizational change. Journal of Organizational Change Management, 12(2), 80-89.

Graetz, F., Rimmer, M., Lawrence, A., & Smith, A. (2006). Managing organisational change. John Wiley & Sons.

Kotter, J. P., & Schlesinger, L. A. (2008). Choosing strategies for change. Harvard business review, 86(7/8), 130.

Ledlow, G. J. R., & Coppola, M. N. (2013). Leadership for health professionals. Burlington: Jones & Bartlett Learning.