Everyone is in a position to change their way of life, their thinking and their working environment. Some of these changes happen on a regular basis. Some people rarely do. But one thing is certain, change ALWAYS stress causes different levels. Properly handled pleasure and creates personal and group pride. The current growth in enterprise change management requires careful consideration of the effects of stress on individuals and their organization

Our world has been making tremendous changes over the past 50 years. The resulting stress causes serious mental and physical health problems, which in turn result in enormous economic costs on personal, business and government levels. By treating PERCEPTION of change, many anxieties and serious consequences can be avoided. The perception and expected outcomes of change must be understood by the individual at subconscious level in order to minimize stress. This is a very different process that only shows consciousness about the need for change and expects the individual's memory and values ​​to accept it.

The perception of personal change other than organizational change is erroneous. Both have the same effect if they treat them badly, but ultimately an organization behaves exactly the same as a changing person. The only real difference is that during personal change, stress stems from a conflict between malicious parts of the mind, while during organizational change stress comes from conflicts between organizational units (other minds). If both parts are at a conflict level on a personal level and there is a conflict at organizational level, very serious consequences will be displayed.

In both cases, the value order of each part should be recognized and, in some cases, changes to the stress levels must be reduced. Using the highly advanced techniques of modality evaluation, we can identify possible conflicts before introducing a change system, reducing the possibility of disharmony and personal stress. Its economic benefit becomes apparent when it takes into account the actual cost of the illness and the personal turnover of the body.

When dealing with personal changes and organizational changes, individuals should be considered as a custom variable process. This includes understanding a number of factors including:

o Value Systems

o Skills Technique and Learning

o Earlier History of Change

o Reaction to Historical Change

o Detecting Suggested Change [19459006oTheperceptionofstaff

o The Situation of Individuals in the Organization

o The Integration of Technological Change

o The assessment of the inherent culture of an organization refers not only to the historical development of the organization but also to the operating style and social interaction.

The second most important component of change management involves the following analysis:

o What excess commercial risks are introduced through change

o The real need for change to occur

o The speed of change

the change is positive or negative in accordance with the past and expectations of the staff w

o Does the change include technological developments that require higher skills?

o Is the staff waiting to integrate technological change to do this?

transfer skills are required?

o Is your organization or organization providing resources to provide the education process for individuals before change

. To understand these factors, a good change manager will be able to perform an extremely effective individual program to make any change. This applies to whether a change is made by a therapist at a personal level or at an organizational level manager

In the organization, each level, from top management to support staff, must evaluate whether they are able to implement and consolidate the changes desired. Often, the management recognizes the fact that "something" is wrong, but has no idea how to solve the problem. Experience shows that this level is so committed to business activity day by day in technical and corporate governance, ignoring the fact that the organization is made up of people.

It's wrong to imagine that individuals can only "play the role of holes" and accept the changes they have changed. It is also a mistake to try to use hard selling techniques to convey the necessity of change. These techniques do not work and never do. These people may have widely differing values ​​of values ​​and the resulting conflicts cause high levels of anxiety, anger and depression in the body, resulting in low productivity, significant drop in staffing and high levels of disease. Diseases are no different from the problems presented by day-to-day pregnancy and stress counseling.

Experience often involves high levels of stress levels in management that are generated by the perceived performance relationships that need to be first addressed. Without obvious control, planning and communication, the most important changes are "middle-headed" on the back of the camel. This often undermines the success of an organization's change in change.

A good Change Manager is fully aware of these issues at the personal level and creates effective change strategies before implementing change to address the potential consequences of major changes. This should follow the whole process until the individual and the body remain in a stable environment. With this, we can avoid large potential losses and see the desired result of change in the lower queue sooner.

After the risk assessment has been completed and a tailor-made organizational development plan has been established, the plan is implemented in the following order:

1. The leader is responsible for what to expect and how to respond to the challenges and resistance to the proposed change

. Second-tier leadership is a requirement for introducing new systems or technologies to enable staff to become familiar with the results of companies and to be part of the implementation

. Training for each group of staff is done in a way that does not interfere with daily business activities to an extent that is harmful. This training takes into account the intelligence gathered on these groups, the likelihood that it will resist change, accept corporate policy or efficiency, or become part of the promotion of renewed pride and security in a commonly co-ordinated corporate environment. This training is regularly communicated to all staff about progress and, in particular, changing the remarks made by customers or other interested parties on the resumed company

. Systems and technologies are implemented through a batch process and the level of acceptance and integration is monitored by change management and senior management

. Additional training and communication is needed to make the change easier and make the company a constant factor.

In addition, it is important that the potential growth of stress levels be monitored and treated confidentially for all employees. A properly prepared and implemented change program reduces the risk of abnormal stress reduction and increases productivity, increases company pride and increases employee satisfaction at all levels of management and staff

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