Business Project


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Business Project

  1. 1. By Brittany Biggs<br />Period 6th<br />Changes in people for Business<br />
  2. 2. I&apos;m going to tell…<br />I&apos;m going to tell you about managing type things..<br />Cycle of change<br />Managing<br />Management<br />And more<br />
  3. 3. Understanding The Cycle of Change, And How People React To It<br />Managers often assume that once a change is started, that employees will see it and change with it. But, it takes some time for employees to understand the meaning of the change and commit to the change. <br />
  4. 4. It is important to understand that people go through stages to cope with change. <br />
  5. 5. As we go through the stages, you will probably find many similarities with the process a person goes through with the loss of a loved one.<br />
  6. 6. Cycle of change<br />Stage I: Denial<br />Stage II: Anger & Resistance<br />Stage III: Exploration & Acceptance<br />Stage IV: Commitment<br />
  7. 7. Denial<br />It’s an early strategy that people use to cope with change is to deny that it is happening, or that it will continue or last. <br />People tend to move out of the denial stage when they see solid, real indicators that things ARE different. Even with these indicators some people can remain in denial for some time.<br />
  8. 8. People in the denial stage are trying to avoid dealing with the fear and uncertainty of approaching change. <br />The denial stage is difficult because it is hard to involve people in planning for the future.<br />
  9. 9. Anger & Resistance<br />When people can no longer deny that something is or has happened, they tend to move into a state of anger. This stage is the most critical with respect to the success of the change performance. <br />The anger at this stage may last until further notice, perhaps much longer than even the memory of the change itself.<br />
  10. 10. Exploration & Acceptance<br />This is the stage where they have stopped denying, and they still may be somewhat angry. They better understand the meaning of the change and are more willing to accept the change, and explore further. <br />
  11. 11. They&apos;re now more open-mindedly, and more interested in planning around the change and being participants in the process.<br />
  12. 12. Commitment<br />This is the payoff stage, where people commit to the change, and are willing to work towards making it succeed. At this point people have changed enough to make it work. <br />
  13. 13. While some changes will never get support from employees. Employees at this stage will commit to making the organization effective within the restrictions that have resulted from the change.<br />
  14. 14. Concluding points <br />The change process takes a considerable amount of time to stabilize and to work. <br />
  15. 15. Worry if there is no resistance. If the change is significant it means that people are hiding their reactions. Eventually the reactions that are not dealt with will worsen and can destroy the organization. <br /><br />
  16. 16.
  17. 17. Stress, Stress & More Stress <br />One primary concern regarding change is the stress it imposes on those undergoing the change.  Managers, because they have obligations to their staff, not only have to deal with change as employees but also need to carry some of the concerns of their staffs. <br />
  18. 18. In the case of cutting back or similar things, the stress levels can be extremely high.<br />
  19. 19.
  20. 20. Stress is part of the job, but in times of change, it is critical that you recognize that it may cause you to act in ways that are less effective than usual.  As with anything connected with change, the major concern is not short term but long term.  <br />
  21. 21. Avoidance -- A Common Response <br />A common response to unpleasant change is to ignore the situation. <br />The outcomes of this tactic can be devastating.  By avoiding situations, the manager neglects when staff needs a manager most, during and after significant change.  <br />
  22. 22. While avoidance serves a need for the manager in the short run, it destroys the manager&apos;s credibility, and results in poor decisions.  <br />
  23. 23. The long term consequence of such action is that the organization tends to get worse in terms of confidence, effectiveness and productivity.  Sometimes it’s irreversible. <br />
  24. 24. Key Points1 <br /> Managers are put under stress by change, and that  stress, if mishandled can result in loss of  managerial effectiveness.  Managers need to be  alert to the signs of stress upon their performance. <br />
  25. 25. 2<br /> A common management tactic is to avoid  involvement in change when that involvement is  unpleasant.  The affects of this withdrawal can be  lethal to the organization and to the manager. <br />
  26. 26. 3<br />Another common tactic is denial of the effects of   change.  Managers who do this tend to under- estimate the impact of the change, and  demonstrate an inability to respond to employees&apos;  emotional reactions to change.  <br /><br />
  27. 27. I hope<br />I hope you enjoyed my presentation and learned more about managers, managing and things like that.<br />
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