The First Change Analysis Paper: Images Change Analysis Done By: Melissa J. Love Keller University, 2010 Professor: Robin Goins Change Analysis: Images Six Images of managing change consist of change manager as Director, change manager as Navigator, change manager as Caretaker, change manager as Coach, change manager as Interpreter, and change manager as Nurturer. In my organization and change within it in the context of different images of change is a factor within the organization.
I would like to add that my previous company has experienced changes whether it is monthly and/or weekly. The question under discussion lies in imagining me being present at the senior managers meeting and explaining to them the reasons for change and my own role as a manager in this change process as well as what could have been done differently if we implemented the images of change. If I consider the situation from the angle of some management role, I suppose to choose the change manager as Coach and change manager as Director.
The director image is based on an image of management as control and of change outcomes as being achievable (Managing Organizational Change, 2009). The reason for being the Director should keep the main focus in tack as well as deliver the change in a positive matter. Change manager as Director takes charge and understands that the change outcomes will be achieved anyway. Change here is considered to be a prior intent and thus is not supposed to have any obstacles. In our case change has to be perceived as beneficial for the entire organization.
Thus, its goals align with interests of all its employees. When we consider acquisition it is really a prior intent and in the context of our business environment this change is beneficial for our company, while our employees are interested in success of our firm which is their own personal success and well-being. Also, it is evident that our change lied in power-coercive strategies when our employees were expected to comply with expectations of our managers while power could be exercised not only by legitimate managers but also by less legitimate ways.
When I consider the response to the request from the senior managers to explain the reasons and circumstances of our acquisition, I think of talking as the coach – this image of managing change imposes upon me the most. I have to admit that I am not the senior manager; I have only one employee accountable to me. But, as many other employees who experience change have their own fears and concerns about their positions and future work within the new frame of our company’s existence and operation.
Thus, I feel the need for being a coach, not a director for my team. We need a small percentage of being a director however the coach aspect will be majority. Instead of dictating behaviors and activities I would rather explain to my team certain skills, values and activities which are necessary in the new environment and situation. For me, it is much more comfortable to be not a superintendent or supervisor but rather an equal colleague and friend who still being the manager will be able to help my team understand and get used to the change.
Here the theory of Organizational Development or OD theory helps me to deal with my co-workers. And, as far as it is known that there does not exist pure management image, I have to admit that the image of interpreter is also close to me for interpreter is supposed to translate the entire organization’s needs and aspirations to certain employees who are subordinate to the manager under discussion.
Thus it has to be apparent that for me such image as shaping is much closer and more comfortable than controlling. If management would implement these changes of image, it will make the workplace and environment easier to delegate and operate. Improvising the change manager as Coach is vital and can be a success when dealing with organizational change. In the new economy, it isn’t sufficient to have supervisory and management skills with the coach attribute.
The most successful managers understand that in an environment of teamwork and empowerment coaching skills are essential skill set. In order to retain the brightest and the best, the manager needs competence in developing people, evoking excellence and creating a culture of continuous learning by being the change manager as Coach. References Managing Organizational Change: A Multiple Perspective Approach, Second Edition, by Ian Palmer, Richard Dunford, and Gib Akin. Published by McGraw-Hill Irwin, 2009.