The Human Touch, Psychology And The Psychological Importance Of Organizational Change

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Register to read the introduction… Unfortunately, how organizational change will play out is unknown. Therefore, it is uncertainty which marks the period of transition. What can be affirmed is that successful management of change lies primarily in the users of the adopted change; those who are expected to change as well in a manner that justifies the necessity of new ideas(Kale, 2005). It would not be in any organization’s interest to sacrifice quality or to succumb to avoidable losses during this period.
The Human Touch and the Psychology

Change may be viewed in terms of how a newly designed idea will improve operational performance. Because inhuman characteristics exist, sometimes the decision to implement change appears to neglect the human touch required to successfully execute the process. As a result, the change agent may fail to prepare for effectively responding to employee resistance (By, 2005). In contrast, the psychological management of an organization recognizes what the organization may sense during the transition period (Kale, 2005). Due to the forceful nature of labor in hospitality, change management produces psychological implications on operations. Organizational change may involve financial and intangible transactions, but the human impact on change is immeasurable. Due to the service nature of the hospitality industry, change is only as successful
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The executive decision to proceed with change may have been valid, but it is the team of internal participants of the change process who will execute the change with results closest to its intended results.
In a more forward view, building the capabilities to weather organizational change may strengthen an organization in the future. While change is planned for and implemented by the management of an organization, the force for change may come from the external environment. Take for example, the Macao gaming industry. In 2002, the casinos were forced to comply with new regulation that would take the haphazard practice of gaming into a standardized system for governmental purposes (Siu, 2007). In a mature industry such as hospitality, external forces for change may arise more abruptly than in burgeoning industries such as technology. As mentioned in the introduction, the challenge of organizational change is the limited time in which operational performance must be brought to stabilization. It can be said then, that by the time a mature industry faces another form of evolution, operational procedures will have reached a high degree of establishment. When these external forces occur, new competitors entering the industry will not face the challenges of organizational change. In Macao, new casinos had

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