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Control Function Study
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Control Function Study
When an organization is involved with some projects or initiatives intended to enhance the rate of performance, seize opportunities, or mention essential issues, the strategically need an appropriate change, changes to procedures, duty responsibilities, institutional structures and types and uses of technology. Consequently, it is the workers of the business who will typically have the mandate to ultimately change the manner in which they carry out their assigned daily tasks. In cases where the employees are not able to successfully adapt to the changes being made if they fail to acknowledge the modern ways of working; then the change process is likely to fail and become unsuccessful. However, if the workers recognize and adopt the changes required by the initiative, it will meet the intended outcomes. Therefore, change management is considered to be a discipline that controls how an organization prepare, equip and provide the needed support to employees with the aim of successfully embracing the change to champion for institutional success and results. While these changes are unique and all people are inimitable, some researchers indicate that there are actions people take to influence others in their transitions.
Motivating individuals to stay engaged
Providing constant motivation among workers is one of the significant aspects that must be put into consideration when an institution wants to incorporate change processes regarding worker’s level successfully. It is strictly essential when the change process is implemented being after an extended period as the workers had been rooted in the past systems and will not happily embrace the incorporated new system. An excellent example of such a change process is the accounting system. When these systems were typically introduced into the market, many accountants opted for the old paper and ink technique of records management and applied their calculation strategies in preparing the financial reports (Hayes, 2014). In the ancient period, there existed a large number of paper-based records in many accounting offices; however, as time elapsed, accountants came to understand the significant features associated with the digitization of accounting system and the competitive advantage associated with its presence. Due to this, the entire accounting operations are nowadays performed with the use of computer and other modern technological aspects. In this change process, the accountants started utilizing the accounting software as a result of the motivation it brings via speedy processing, minimal time spent and competitive advantage.
Various organizations strategically incorporate change with the intention of enhancing the existing system and mode of operation in solving any problems that are continuously associated with institutions; however, most of the workers are not kept informed about it. Therefore, the first procedure for the management is to keep the communication regarding the planned change as open as possible. The transparent conversation goes a long way towards assuaging workers doubts regarding an institutional change, and also allows employees to feel more in control and involved with the organization’s intended initiatives. Coming up with a routine of question-and-answer sessions with the workers can also assist in the dissemination of data and avoid any negative gossips that can ruin workplace morale (Hayes, 2014). Communicating openly and preventing any spin in the feedbacks assists in eliminating vague language that can lead to confusion. Keeping communication as open as possible and confident in the process of an organizational change typically keeps workers motivated and may even result in new ideologies that one could not have considered while implementing the intended change. The management involved must also know and discuss the different views of workers about the change and put into notice any chances of tiny exploitation in the new system to handle the issues workers have regarding the change.
An institution can also motivate workers to stay put through aligning the employee’s goals as aligning the organization goals with the personal goals of the employees can strategically assist the management boost workforce motivation throughout the change process. For instance, mentioning the purposes of the business regarding engaging positive social relationships and keeping responsible profit degrees allows employees to associate with those business goals as they use the concepts for personal desires. Employees who can understand and adapt a company’s goals will always strive to assist the business in fulfilling these milestones (Goetsch & Davis, 2014). However, workers will not strive so hard to achieve goals they typically see as dishonest or unprincipled.
According to Hayes, J. (2014), an organization can also motivate workers through knowledge and facilitate their learning as merely providing additional training opportunities to familiarize workers with institutional changes is not enough to drive employees and boost their experience. As observed by the businessballs.com that is a business website, concentrating on the growth of workers regarding emotional maturity, integrity and compassion make them feel personally associated with the organizational changes. Workers who strategically feel more related to the process of an institutional change will display higher chances of motivation and internalize the intended techniques of operation. This is essential for a smooth transition and assists the business increase its overall productivity.
Monitoring Employee Performance
Control functions in the process of change management that typically ensures the intended changes are raised, documented, reviewed, certified and implemented consistently before implementation process (Cameron & Green, 2015). It is, therefore, significant to continually keep a close look at the worker’s performance during the change process as this provides essential details regarding the positive and negative sides the workers are frequently facing as a department during the change process, and this will enable the organization to talk about the weakness. The business is therefore charged with the responsibility of monitoring and looking into the worker’s performance for a long time to ensure that there are minimal problems that are faced by the employees and this lay a perfect foundation for the change implementation. In cases where an organization has got several branches, then it can get to understand through observation in one of their department and engage the newly improved system in other offices as well. Regular monitoring of workers performance provides empirical proofs to the business on the specific issues they encounter during the change process and how they can be enhanced.
The control function of management is not only essential in determining the success of an organizational change process, but also it ensures that the intended changes to be made and achievements are equal to the business. The control system is beneficial in many ways including its capability of establishing an intuitional change objective, measuring the ideal performance and taking of appropriate steps. The procedure begins with the creation of teams change targets and the goals becoming important in getting to understand worker’s level of performance. Well-articulated change goals and objectives are essential in getting to understand the exact thing to be achieved after a given period, maybe after some few weeks of after some given months and the type of strategy that is to be applied in measuring every change objective. While coming up with some organizational goals, it is significant to keep in mind the responsibilities of every employee in the universal principle (Goetsch & Davis, 2014). All the workers should feel like they are part of the change program as this will motivate them into entirely taking part in whatever the intended change program. Moreover, it encourages the worker’s loyalty to the business since he or she will have the mandate of efficiently performing his or part of the career. Consequently, the management must ensure that the change objectives are in line with the individual’s responsibility within the company.
For all the employees to comply with the intended changes, then the management ought to come up with the essential resources needed and then further allocate them in the best appropriate manner possible. With proper and enough resources, it is very convenient for the workers to achieve the intended change goals as they are more likely to invest their loyalty towards performing better and also feel fully satisfied with the business surrounding that will undoubtedly contribute to their commitment towards the company. All the intended objectives should provide for the primary purpose of the institution, and the executives have to highlight how the fulfillment of these intended changes to be made within the organization will be measured. Notably, there are two types of standards that are significant in measuring the accomplishment of an institution’s goals and objectives (Cameron & Green, 2015). One of the ways is through the output standards that strategically measures worker’s performance through quality, quantity, and cost. The second way is through the input standard that measures a person’s effort while addressing a given responsibility. All the measurements ought to be precise and accurate with the attempt to know the differences between whatever happens and what is preferred as without dynamic measurement control is impossible. The correct dimension of change objectives is the best equipment for monitoring the worker’s performance; hence, it is the duty of the executive to ensure that the workers are using the correct goal setting techniques and to help them in the change implementation process. Consequently, when executives are engaged with the performance level of their workers, they are most likely to fulfill the set change objectives as they this will give them the morale to employ their best effort during the performance.
Communicating Change
Change implementation within an institution strategically occurs from the top management down to the ordinary workers and this change strategy is delivered from the executives to the employees in given business strategies that involves several organizations involved. These intended changes to me implemented are then processed by the concerned management in the organization for communication process to the employees and other junior workers. The organization typically has to carry out the implementation process and ask the necessary questions essential in clarifying any data that may sound unclear to the employees (Hayes, 2014). It is required to acknowledge that both the strategic and tactical levels in change management are articulated by different branches within an institution as strategies are consequently centralized and made by the top executives of the business where they strategically look into and make decisions that will direct the whole institution. Proper approach within a transaction involves the current status of the organization, the intended plans, and how these plans will be articulated and implemented. After a given strategy has been agreed upon and approved by the management, it is then documented efficiently and emailed to all the significant employees and stakeholders who own substantial share within the business. Moreover, the strategy is communicated to other investors while the creditors are directly linked to the organization implementing the change. Later, the general outlay of the intended change is made available and communicated to the shareholders through electronic media. The strategic level of communicating reform is essential as it engages stakeholders in embracing the voluntary change program. Moreover, it helps them in retaining the data since telling the workers and the shareholders the organization’s strategic efforts is more likely to inspire, motivate and be involved than any hard PowerPoint mode of presentation or report. And since the change process engages many regions of the brain, stakeholders will fully absorb the change message and view themselves as part of the process.
The tactical level entails the practical procedures that must be taken with the aim of implementing the planned strategic changes within the organization. All the changes associated with the tactical degree in change management are strategically made available to top executives, the involved supervisors, and the senior workers within the business. For instance, the managers must be kept informed regarding the steps and phases that any change processes have to undergo that typically involves training opportunities. The managers will have to regulate and engage in the implementation of tactics process with the aim of ensuring that all the steps are followed efficiently and necessary changes made (Goetsch & Davis, 2014). All the executives are customarily kept informed about the tactical level changes through the use of emails and other electronic media. Positive workers will positively embrace any change made within the organization while compliant workers will go along with the change process with minimal emotions, and the cynical employees will always go against the change plan. It is thus in the interest of managers to keep a close association with the positive workers to assist in accepting the proposed change plan in meeting the end objectives that the change has set in place. It is also significant that the management adjusts parts of the change strategy to assist in the efficient transition. Notably, no change strategy is perfect and may need a few alterations to accommodate the institutional needs.
References
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Hayes, J. (2014). The theory and practice of change management. Palgrave Macmillan.
