Secondly, the implication of these change theories also lies in that the management operations of an organization should also consider the change of people. Generally, the change of people often includes several different aspects (Roehrig, 2006). First, people’s talents and competence are changing according to the change of the management operations of an organization (Mader-Clark, et al., 2007). For example, for an organization which focuses on the training of staff members, employees can have enough opportunities to promote their competence and thus can achieve better in their workplace. Therefore, the development of individual career of the employees of an organization should be linked up with the development of the organization as a whole. In order to achieve this, organizational managers should pay special attention to the training of team spirit so as to integrate the work of different individuals within the organization. Usually, when the staff members of an organization or a functional department are not active enough in their work, it is the responsibility of the manager to motivate them effectively and efficiently according to the specific needs and talents of the employees. So, for the change strategy of an organization, how to motivate people is an important task of the management of human resources. To put it in details, the change of the people can be summarized in the following two aspects:
I. The change of working attitude
The change of people first of all implies the change of attitudes toward work. Generally speaking, the change of people’s attitude is closely related to the organizational structure and also the cultural tradition of an organization. For example, the attitude of the employees of service organizations can be very decisive in influencing the marketing performance of these organizations because the attitudes of the employees will be crucial in impacting the service quality provided. As a result, for the effective and efficient operations management of organizations, it is very important to understand the potential factors that may influence the change of the attitude of the employees so as to guarantee the total quality management of the organization.
II. The way of communication
Change theories concerning people are also related to the way of communication between the staff members and the manager. Especially, with the integration of the business into the international world, people from diversified backgrounds of culture have to be integrated together by organizational managers (Schein, 1992). To a large extent, the communicative skills can be regarded as an integral part of the management talent of managers in the ever-changing conditions of organizational management. Thus, the authority of the organization should adopt measures to enhance the capacity of the staff members to enhance an interactive role for the daily communication with each other.
The third implication of the change theories to organizational management lies in the necessity to change the management principle according to the specific needs of different organizations. With the more and more integration into the international market, effective management principles are important factors to develop collective understanding, effective policies, feasible methods, and innovative ideas etc for the development of the whole business organization (Henry & Wakefield, 2001). Management principles are crucial to the change process. By adopting effective management principles, people and teams can be better empowered and motivated. Also, effective management principles can as well improve leadership style and organizational behavior that are more important than concrete process and policy implementation (Gooley & Towers, 2000). By observing suitable principles, employees can be confident in trusting the organization.
2.4 The author’s own experience of change management
The author of this essay once worked temporally for a small business organization which is typical of experiencing the resistance of change by the employees. This is a business targeted at implementing tourism service. The employees are feared about the change that may endanger the stability of their work in the company. The resistance could be perceived in the change of the attitude of the employees at different functional departments. During the author’s work in the company, three major fears were perceived among the employees. The first fear is that they were afraid that the company might lose the tradition that had been formed through long terms of management practice, Secondly, they also feared that the change might end in failure and in this way the management of the organization might be confronted with risk. Thirdly, they were feared of the unknown things awaiting for them due to the change of the management environment. On the whole, the resistance of the employees resulted in the fear of the change of the whole organization. The following figure reflects the situation:
