Change Agent Roles There are at least three distinct roles that change agents play: consulting, training, and research (Carnall, ; Dawson, ; Stephen, ; Tidd, ). A manager can and often does perform each of these functions. An outside change agent can perform these activities as well. ConsultingFile Size: KB. In fact, many people have more than one role. Change Agents are one of the key CAST of characters in AIM. Their role is defined as follows: AGENTS: Agents have responsibility from planning through execution of the change. At least part of their performance evaluation .
A change agent acts as a consultant for an organization and works to evaluate, analyze and implement necessary changes to organizational procedures. The change agent's role includes serving as a researcher, counselor, trainer or teacher within the organization. Change agents are often hired from outside the company, although at times, the company may choose to hire an existing employee to re-evaluate operations.
At the onset of the position, the change what is the meaning of live life to the fullest meets with employees and management to identify how the company or organization operates. The change agent researches and evaluates the company's structure, employee base, production procedures, financial status, efficiency rates and use of technology.
During the course of his evaluations, the change agent must be sensitive to the needs of the employees and company, willing to listen and form relationships with key members of management, and provide unbiased and authentic recommendations that focus on the betterment of the company or organization as a whole. In addition, the change agent must spend time learning how the company works from the inside out which may require immersing himself in the company's operations as a proxy employee or manager.
As a result, management and employees may be more receptive to changes and recommendations suggested from the change agent because he developed a stronger sense of understanding how the company works. What Is the Role of a Change Agent? More From Reference.
Skills of a Change Agent
Aug 04, · A change agent acts as a consultant for an organization and works to evaluate, analyze and implement necessary changes to organizational procedures. The change agent's role includes serving as a researcher, counselor, trainer or teacher within the organization. Mar 28, · Change agents need to form a team that can work effectively together, and then go on to interact extensively with all levels or the organization. Skill development is also an invaluable tool in change-agent retention. Agents quickly become targets for poaching, both by the line organization and by other firms. a change agent is an individual or group, who carry out the task of instigating and managing change in the organization. He/She is someone, who directly or indirectly influences change, i.e. the change agents are appointed by the organizations to transform the ways, organization is .
A change agent is a person who manages the change activities. The position which a change agent could be various. They are termed otherwise as outside consultants. Generally it is the senior executives who bring in change for any company. Consultants adopt the different theories and methods according to the culture of the organisation. The outside consultants are not bothered much about the feelings or inner fear of employees. Now let in look at the different roles played by a change agent.
To bring about a change in authority relations ie. To entertain the employees to undergo the training process in order to make the employees get adapt to the change process. Lastly, he must play the role of mentor or counselor in order to change the mindset of the employees and encourage them to go in for a change.
Generally when a change is introduced it affects the organisation in all dimensions. The dimensions may be technical, human or conceptual. An in-depth understanding of the paradigm shift in all the dimensions is a must.
Most managers, concentrate on the change in the technical dimension but forget about the human and conceptual dimensions. In today's scenario all the above three dimensions are needed to be concentrated and given due importance. For any organisations that undergoes sever change, there arises a concept called resist to change.
It arises as a source of functional conflict not as dysfunctional. Therefore resistance to change temporarily stops the progress of the organisation. It also acts as hindering factor, not allowing the employees to get themselves adopted to change.
At times resistance to change occurs in an expressed way, and in certain instances resistance to change are be implied too. The resistance to change might be immediate reaction or it may be solved. Because of resistance to change there might be certain change in the behavioural aspects and restlessness among the members. For example, the workers might indulge in strikes, stop production, or even damage the machineries.
When a change is introduced the first, feeling of the worker is insecurity. They feel insured about the minute happenings in the organisation. Following this other behavioural changes like, loss of motivation in work, increase in the errors, reduce in their loyalty towards the organisation etc. The resistance to change occurs both individually and collectively i. When a change is being expected, and the employees are not aware of what type or where the change will occur, it will automatically increase the resistance to change.
This is called as the fear of the unknown. Structural Inertia - All the processes of the firm is going in a predetermined way. When a change is introduced, which disturbs the existing procedures and objective of the organisation, then the organisational resistance to change occurs. Interdependence of Sub-systems - The entire department in the organisation is interdependent. To carry out their functions effectively each department is dependent on other.
Change in one department automatically brings change in other systems or department. This finally results in resistance to change. Group Inertia - The idea and the behaviour patterns of individual when in a group differ drastically.
In group, individual is forced on the basis of groupthink and not on individual basis. Threat to Expertise and Established Resource Allocations - When a change is implemented in a highly specialized groups, they generally face a sudden threat. The information shared by some will be known to everyone. This automatically acts as a threat to specialized groups. The basic strategy, which reduces or minimizes the resistance to change is, make employees involve in decision-making.
The management has to provide them accurate information as far as possible. This makes them to accept the norms adopted by the organisation. Also a detailed diagnosis of the problem will help the employees to understand the necessity for change..
Employees can be directed toward up gradation of knowledge. They should be made aware of the facts of the company through letters, memos etc. The discussions and the decisions taken by the management should be passed to the subordinates.
Proper communication has to be facilitated to remove ambiguity. Changes, for example, in the technology, change in the structure and the position of the people has to be conveyed at proper time to the employees. Clear communication leads to better productivity greater efficiency. The following suggestions are helpful in developing a positive climate for organisational changes:. Inform employees well in advance of changes that will affect them.
Give them all the facts and an opportunity to think about the changes well ahead of implementation. Let employees participate and become involved early. They can help plan and assist in the details of implementation. If the changes result in economic benefits for the company, share these benefits with employees.
Time the changes carefully. For example, just before Christmas would not be good to embark on a major change. If employees have strong objections to a change, consider the merits of their viewpoint. There may be problems you have not anticipated. After changes are implemented, follow up to see that the changes are having the desired consequences. To conclude, the topic organizational change has received a great deal of attention over the past several decades, as organizations face new and complex challenges like never before.
Correspondingly, the field of Organization Development is receiving a great deal of attention now, too. As the field has grown, so has the diversity of perspectives on the field. The question "What is OD? Organization Development is in regard to how people view organizations. Some focus on the structures, operations, positions, procedures, etc. Still others focus on the politics and power, while others focus on the cultures and values of the organization.
There is a strong focus on "soft" skills in OD, for example, coaching, leadership development, facilitation, conflict management, process consulting, etc. OD is discussed in detail in the following paragraphs. There is a strong agreement that the phrase "organizational change and development" describes the core purpose and practice of what OD practitioners do — so much that the phrase "organizational development" is often used interchangeably to refer to the field itself.
Home Management Perspective management. Role of a Change Agent 1. To bring about change in the structure of an organisation. To implement the improved revisions of the tools and equipments used by the employees. To bring about modifications in the work place.
Reasons for Resistance to Change Generally when a change is introduced it affects the organisation in all dimensions.
Organisational Resistance takes place due to the following factors. Strategies to Minimize Resistance to Change The basic strategy, which reduces or minimizes the resistance to change is, make employees involve in decision-making. Education and Communication Employees can be directed toward up gradation of knowledge. Overcoming Resistance to Change The following suggestions are helpful in developing a positive climate for organisational changes: 1.
Condition the employees to expect change.