caught between pressure to change and ability to change
My central findings on the change management first Change processes in organizations should proceed carefully planned and well prepared. Ad hoc changes due to powerful directives from the highest strategic level management often result in a lack of motivation in most of the female employees which, for example to a sharp increase of "bogus sick leave" leads, which may interfere with the operation process sensitive. Man should be the focus, because every business process needs people because people never entirely by computer, software or working robot can be replaced.
second If changes should be the strategic management of the "operators", people working in the front lines, in its decision process and thus ensure that the tactics employed are in keeping with the prescribed strategy. This process of change can be built on a broad basis, as people working in the operational area will make very valuable experience and they can then communicate to their managers more.
third Since people are not working robot and mere order takers, they also need vision from which clearly shows how and why the organization should change. Since it is visions of pure future plans, they should not be overstated too much, in which all future expectations are played out to the smallest and simulated, as in times of crisis for such development opportunities often lack the time and money.
4th to be resorted to in order to carry out radical changes can sometimes be very sorry to drastic measures. Female employees in the course of those years any change in ability is lost, it would give you the opportunity to realize that they can look elsewhere. This end management overwhelmed, but mostly the managers and could, if the remaining employee weaken women's loyalty to the company, or it could enter the exact opposite, that the remaining employees inside because they were finally freed from the eternal uphill braking ", and finally to peak performance be encouraged. The danger: to be achieved once 130 percent performance, but only paid for 100 percent. But in times of crisis, this is often the only way to ensure the survival of the company.
5th If major changes need to organize very flexible, fast learning and vision for new open-minded female employees. Past mistakes should not be heated, because the future is more important than the past.
6th break a changing organization must also be able to use such taboos and unjustified privileges previously the lead and the performance of the company strongly restricted.
7th Conclusion: Theoretical models for change management may, under certain conditions constitute a small guide for practitioners, but may never be implemented 1:1 into practice, you never know where we are now in the model.
For example, the very nice model of Kübler-Ross: On Death and Dying (1967), attempts the reactions in drastic changes under certain conditions theoretically represent. Whether the loss of employment or a drastic restructuring measure in an organization with the physical process of dying compared dare I is doubtful, since with job loss still is life according to what can be said for the loss of life is not so sure.
is certain in both cases the belief in an afterlife exists but the loss of a job is no longer perceived as drastic as change and contemplation can be a great opportunity for a fresh start. The 'On Death and Dying model' ends with the quasi- Acceptance, whereas the new beginning is more than a mere acceptance, but the new frontier and visions.
