Obstacle to Be Resolved in Management, Essay Example

In order to reduce barriers to change, to create measures for progress, to empower employees, and to change the skills, behavior, and culture to support the change, there must be a system built and implemented.

The first obstacle to be resolved is removing the possible barriers to change. Thus, a company should free the resources and structures in order to provide the employees with freedom to utilize innovations and implement change. Moreover, in order for the barriers to be reduced they have first to be identified. Thus, “it may be a great place to establish a counter-structure; a tiger team (President’s team) that works outside the normal organization to look across the organization.”(Hirschhorn, 100) Consequently, the company may have certain levels of management preventing change and vision delivery, which have to be eliminated as follows. Implementing Hedgehog Concept would also be a great tip, thus everything out of three circles has to be removed.

For creating measures of progress, you have first to establish clear goals and realistic objectives for the change to occur. Then the company should implement a plan of short-term wins, for achieving these wins will contribute to vision incorporation. Moving along with short-term wins will build a momentum for change as well.

In order to empower employees, the company must ensure its staff is self-motivated and disciplined people. The employees have to be given freedom and responsibility, thus they must feel accountable for the change to occur.(Kotter, 103)

For changing employee’s skills and behavior, organization must provide certain trainings, thus changing their attitudes and behaviors in a way that corresponds to company’s vision. “New experiences are needed to erase corrosive beliefs, and some of that can be done efficiently with training.”(Kotter, 109)

References

Hirschhorn, L. ( July 2002). Campaigning for change. Harvard Business Review, 80(7), 98-104. Retrieved May 5, 2009 from EBSCO Host: Business Source Complete.

Kotter, J. (1996). Leading change. Boston, MA: Harvard Business School Press.

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