Case Study Strategy

What is the role of a manager in change management?

What is the role of a manager in change management? “It’s a question we ask everywhere we go,” says Phil Brown, manager for the Northeast region of Premier Field Services, a worldwide construction products and services supply company. At a series of off-sites the company has held over the last few weeks, the question is the focus of one presentation after another. Yet it’s a question that can be difficult to answer, even in a company that understands the value of collaboration because more than 100,000 of its customers use a Premier Field Services field service management software called Field Exec. Reduced to the details of an individual site, the problem for Brown and other PMSs, as they have become known (premier management service), is simple. What happens to your relationship when the other party moves into the room? Most often, if the vendor doesn’t manage the change well, it creates a dynamic that puts the client out of alignment with the company’s goals and vision. In addition, there are usually unintended consequences – the vendor why not try this out makes changes to fit new expectations or must work to correct old ones. “They start to lose the trust they had before the change,” Brown tells Facility Executive. Hence, Brown says, his team works to break the dialogue into smaller parts: Why do we want to collaborate, collaborate and collaborate? The goal is to create a plan and follow it but that doesn’t come without a certain amount of trial and error (getting your toe in the water so to speak). That’s especially true because a field engineer (a site’s person assigned to handle the customer’s request – repair a hole, inspect a tile, perform a minor fixture replacement or connect panels) must be able to coordinate with the site engineer (the company’s person who designs his office or works to handle a major project) to accommodate the customer’s timeline What is the role of a manager in change management? What is the value? Chalmers Johnson in his book “What now Americans? A history of the postwar era” writes, “The most powerful government in the history of the world has been created and nurtured in such an atmosphere of controlled tension, uncertainty and fear, that the government is even justified in making it a criminal offense to teach human beings to read.” I often ask middle managers that they think of our role in this atmosphere, we who supposedly set the tone and standards… and give a very qualified or very non-qualified “yes” answer.

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The role of a manager is to positively impact a positive change in a specific department within a specific function. This means the manager is responsible for the successful implementation of the company’s strategic plan and as a leader affects and motivates other employees to do what needs to be done, both individually and collectively. Within this context, a manager’s very important function is to create a work environment that allows employee motivation. “Successful business organizations use a special combination of tools and practices to inspire their people. They help employees know how important their work is and why it matters to the success of their company. They facilitate employees’ knowledge that their work is skilled, and they recognize employees’ extraordinary accomplishments. They know what would really be best for each individual.” That is the problem with the general manager on the floor: he is never on the floor itself. He sees what is great and where the money is to be made, he wants to see that money, he wants to be part of it, but he is at a distance, in the control panel, in the chair behind the control panel, or in the conference room, or out in the field, or maybe in a meeting, or maybe in a car, looking at screens. He is in a role that is not visible directly to those on the floor, he is not being seen, he is unseen, yet he is probably the most importantWhat is the role of a manager in change management? The skills and talents required of a manager may be quite different when undertaking change projects, particularly when dealing with human factors. To successfully manage change effectively for your organisation it is important that management understand the challenge involved in implementation and adopt a values-based approach to bring about the changes you are setting out to make. The first key priority is to ensure that the management know what you want to achieve, what the potential gains are and the possible risks to the organisation. They need to understand the barriers to change and ways of overcoming them and the rewards to be gained implementing the change.

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Once you have done this it is important to test out how the team, and the organization as a whole, will react to the change. Test out the practical implications of the strategy using mock-up projects in the making. Once you have this in place you can then start thinking about what type of help and support you need, in more helpful hints form of resources and training. Before you start, you and your team need to make sure that you all know what you want to achieve in your projects. You need to be clear about your strategy and what the best way in which to achieve this is. Managers may lack vision or, even worse, not have a shared understanding of what is important, what their aims are, the vision for your organisation, or even the goals of the change they are to make. Whatever the case may be, it is important that you talk to your team about your strategy effectively understand their perspective. Remember, you are dealing with human resources here and people are interested in making things better for themselves; they need to understand what are trying achieve. Although people may not agree with what is planned, you will still need the support of the management if you want things to go smoothly. Think about the project as being in four phases: Getting approval from the management Creating a plan Testing and evaluation Change management