The middle managers and front line supervisors resist the change …show more content…
The first reason is the plan is not clear, the second reason is the plan does not emphasize the objective of change and the last reason is the top managers want to hide their goals or objectives.
The first reason is the unclear plan. The plan is focused only on the tasks that have to change. The plan does not explain why the tasks have to change, the plan writes a little about the aim of changing and the objectives are not clear or do not explain deeply.
Secondly, the plan does not emphasize the objectives of change, because when the plan prints out, it mistakenly does not print the objectives. Another reason is the top managers do not want to share the objective with their employees.
Thirdly, the top managers hide the objectives of change because the objectives of change do not align with the operational objectives of the middle management, and the top managers think the objectives are not important.
The strategies for change management such as acknowledge the resistance and its root cause, address the root cause and careful listen to the need to continue to act. Acknowledge the resistance and its root …show more content…
They identify the objective of the plan is important to the change. They should put the objective of the plan on the top of the change management document. They should bold. The objective should be specific about the benefit of a company. The objective should be highlight, so the subordinate can read. The objective should include the goals of the changing management. The top managers also identify the positive outcome of the change. For instance; the change of management will increase ten percent or more to their company. The change of management will make people happy because people do not work overtime. In additional, they need to explain the reasons why they needs to add more people in a middle managers, and supervisor