Communication Nature Influences Resistance

Question: Discuss about the Communication Nature Influences Resistance. Answer: Introduction Human resources are significant asset to the organization. They are essential in the organization productivity and performance. Therefore, it is important that the business organizations implement strategies which are focused on engaging the employees in the workplace. It is also important that the organization implements employee-friendly practices so that the employees are self-motivated at the workplace (Kaya, Ergn and Kesen, 2014). In this regard, the case of Constructive Relations at Top Truck Company has been evaluated. In the case study, it has been discussed that the autocratic practices of the previous yard manager of the company increased dissatisfaction among the truck drivers. The yard manager followed autocratic practices which including people to tell them what to do and scolding them if they do not work properly. There were a large number of old trucks in the fleet which can impact on the efficiency of the organization. There is a fleet of bad drivers which has resulte d in number of conflicts, accidents and stoppages in operations. Later, a new manager was hired in the company which transformed the policies of the organization and made them more employee-friendly. The present report examines whether the workplace practices introduced by the new yard manager complements one another, the risks associated if the yard manager moves on and whether the implementation of changes can is more challenging in blue collar unions rather than the public sector challenges. Complementary Workplace Practices It can be critiqued that the new workplace practices implemented by the yard manager are complementary and significant in improving the productivity of the employees. The human resource strategies are crucial in increasing the performance of the employees in the workplace (Kehoe Wright, 2013). The new yard manager got rid of the old trucks and brought new uniforms for the drivers. A new computer system was also installed by the yard manager to improve the performance of the employees. The new yard manager was in constant communication with the drivers and their union representative so that any issues or problems in the employment can be tackled immediately. He was also patient with the drivers and the union workers and used to examine the situation before backlashing at a single employee. Along with it, the new yard manager also implemented strategies to increase the occupational health and safety. The drivers received training in technical aspects as well as customer service. It enhanced the overall performance of the employees. It could be critiqued that the strategies implemented by the new yard manger were complementary and significant in improving the overall performance of the employees (Chuang, Chen Chuang, 2013). The manager initiated training for the customer ser vice and technical operations of the trucks. It also increased the skills of the truck driver in handling the operations of truck effectively. Along with it, the truck drivers also implemented occupational safety practices which complemented the above mentioned strategy. In order to enhance the workplace image and reputation, the new yard manager provided new trucks and uniforms to all the drivers. Moreover, the yard manager also consulted with the manager as an equal rather than patronizing him in order to increase the image of the organization and establish a positive organization culture (Chuang, Chen Chuang, 2013). Therefore, the workplace changes were positive and complementary. The Risks in Sustaining Changes The change is a peoples process. Therefore, in order for a change to be successfully implemented in an organization, it should be completely embraced by its people or employees. However, the employees resist change as they resist adopting new practices, mind-sets and behavior. However, once the changes are implemented, the business organization needs to implement different strategies so that the changes are sustained within the organization. In the present situation, once the yard manager moves from the current office, it will be difficult to sustain change (Cummings, Bridgman Brown, 2016). If the change maintenance practices are not adopted, the employees may return to their old practices as they are more familiar with them. It will waste the efforts of the organization in terms of both time and money for the creating change in the organization. The change management is a difficult process wherein the organization has to prepare the organization for change. It includes the steps such as communicating with the employees why the current practices cannot continue. It can be demonstrated by showing declining sales figures and low result in customer satisfaction surveys (Shirey, 2013). The stage of change is most difficult and stressful the management of the organization has to challenge the existing beliefs, values, attitudes and behavior of the organization. In the present case, the yard manager has implemented the first and the second step of the change management process; however, the third stage of the change management process is not implemented. In this step, the man agement has to implement steps to sustain changes in the organization. The management of the organization has to anchor changes in the organization by identifying the steps that supports changes and identifying the barriers to the changes (Hossan, 2015). The company is also needed to develop and identify ways through which changes can be sustained in the organization. It ensures support from the leader, establishing a reward system for the management of the change and adaptation of the organization structure so that the changes can be sustained in the organization. Firstly, the truck drivers and the union representatives relate the organization change to the new manager. The motivation to adopt the new changes will be reduced if the yard manager moves from the current location. Moreover, the yard manager has efficiently implemented a number of strategies which complement each other and were efficient in changing the culture of the organization. It is hard to find the replacement of the current manager who can effectively integrate number of human resource strategies to uplift the human resource policies of the organization. Moreover, keeping changes is one of the most significant steps in change management. According to Levins change management model, refreezing change is the major step of the change management process. In this step, the companies need to solidify the new behavior as a norm. Therefore, it is important that the new yard manager remains in the organization to sustain changes (Maanchester et al., 2014). If the yard managers move on, there is possibility that the employees and the old yard manager will return to their previous practices. In the absence of reinforcing authority, the employees will become relaxed and negligent to follow new safety measures and practices. Moreover, the organization will also find it difficult to develop effective safety rules and guidelines which are needed to be followed in the organization. The yard manager is familiar with the characteristics and nature of the employees as he has established professional relationship with them by remaining in constant contact to resolve their queries and issues. However, if the yard manager moves on from the location; a new authority will be assigned to manage the operations of that place. The new yard manager will have to establish new relationships with the blue collared employees. The Engagement of tough Blue Collar Unions in Workplace Changes The blue collared employees are different from the white collared employees. The collared employees refer to the working class people who work on hourly rates and work manually. Although, the workers in blue collar jobs have high skills in their professional area, they are less likely to have University degree and higher education. Therefore, they must be unfamiliar with the subjects related to change management and technology adoption. Moreover, the white collar workers refer to the employees who work on desk in an administrative setting. The work of these people is related to customer interaction, entertainment, sales and other service oriented work. In the office setting, the employees are more likely to encounter new work procedures and methods. After the adoption of new work methods, the employees realize that new changes can assist them in their daily operations. The office employees and the management of the organization are responsible for developing strategies to uplift the standard of the organization policies and increase employee friendliness (Kuipers et al, 2014). The operations and working of the white collar employees in public sector setting or service organizations is different from the operations of the organization in transport worker unions. In the public sector and service industry, the organizations are not focused on maximizing their revenues. Therefore, the organization culture of these companies is also such that the employees are focused towards the public service. They are also assured of their job security and educated. They also actively participate in the organization decision-making and policy changes (Y?lmaz K?l?o?lu, 2013). Since these people are educated, they are also aware of the need of change and how it can positively impact on the organization operations. Therefore, according to the individual perception, the employees in the public or service sector unions are more likely to adopt changes in the organization. Conclusion It can be concluded that employee friendly practices are essential in improving the performance of the organization. Top Trucks is a transportation company; however, the culture of the company was not ideal as the yard manager was autocratic in leadership style. The new yard leader redesigned the organization culture of the company. He introduced strategies to give more power to the truck drivers. He also made arrangements for new uniforms and trucks. It created a positive organization culture in the business organization. All the changes introduced in the organization were complementary which enhanced the performance of the organization immensely. Moreover, it could be critiqued that maintaining the changes introduced in the organization is also challenging if the new yard manager moves to another location. In change management, the primary step is to identify processes and systems so that the changes can be sustained in the organization. However, it will be very difficult when the yard leader of the organization will leave as he was pioneer in the change and established positive relationship with the employees. References Chuang, C. H., Chen, S. J., Chuang, C. W. (2013). Human resource management practices and organizational social capital: The role of industrial characteristics. Journal of Business Research, 66(5), 678-687. Cummings, S., Bridgman, T., Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewins legacy for change management. human relations, 69(1), 33-60. Hossan, C. (2015). Applicability of Lewins Change Management Theory in Australian Local Government. International Journal of business and Management, 10(6), 53. Kaya, N., Ergn, E. and Kesen, M., (2014). The Effects of Human Resource Management Practices and Organizational Culture Types on Organizational Cynicism: An empirical study in Turkey. British Journal of Arts and Social Sciences, 17(1), 43-61. Kehoe, R. R., Wright, P. M. (2013). The impact of high-performance human resource practices on employees attitudes and behaviors. Journal of management, 39(2), 366-391. Kuipers, B. S., Higgs, M., Kickert, W., Tummers, L., Grandia, J., Van der Voet, J. (2014). The management of change in public organizations: A literature review. Public Administration, 92(1), 1-20. Manchester, J., Gray-Miceli, D. L., Metcalf, J. A., Paolini, C. A., Napier, A. H., Coogle, C. L., Owens, M. G. (2014). Facilitating Lewin's change model with collaborative evaluation in promoting evidence based practices of health professionals. Evaluation and program planning, 47, 82-90. Matos Marques Simoes, P., Esposito, M. (2014). Improving change management: How communication nature influences resistance to change. Journal of Management Development, 33(4), 324-341. Shirey, M. R. (2013). Lewins theory of planned change as a strategic resource. Journal of Nursing Administration, 43(2), 69-72. Y?lmaz, D., K?l?o?lu, G. (2013). Resistance to change and ways of reducing resistance in educational organizations. European journal of research on education, 1(1), 14-21.