Concord Bookshop Paper Essay

The evidence of swop has neer been more app arent accordingly as witnessed in the health boot industry at present time. Both internal and external influences are serving to shape a rapidly evolving health care grocery that requires health care organizations to non only recognize counter flip solely be leaveing to incorporate a learning culture that is pro lively to continuous tack (Spector, 2010). The successful implementation of change is highly parasitical upon how change is introduced, applied, and supported that enables old processes to be dismissed, new ideas are introduced, and a new vision that includes desired changes is accepted by all employees that it will influence (Spector, 2010).The owners of the declare bookstall viewed change as a complete process for improving their subscriber line or the introduction of a business solution (Spector, 2010). The real application of change has to do with involving people to change a process, technology, or even organizat ional wide change modalities. Instead, the owners and bill directed change and assumed that if it was mandated then change would be self-winding (Spector, 2010). CommunicationA critical phase that was overlooked by Concord bookstall is communication planning. Analytical assessments and the recognition of what changes are needed is a valid starting point, but if these changes are not communicated effectively then changes will be met with great resistance and confusion by employees, vendors, and more or less importantly customers (Spector, 2010). Awareness essential be communicated that identifies the reason for change and the downside if change is not implemented (Spector, 2010).This awareness depends on ensuring that the communication applied is specifically designed for the audience it is intended. Communication of change will be delivered otherwise to front-line employees than it would be to upper caution andstill different to vendors and customers. The owners of the Concor d Bookshop communicated only to inform that change has interpreted place without giving anyone a chance to understand why change is needed in the original place. SponsorshipA buy-in by those most capable of implementing change is vital to ensuring a high level of change management and successful change (Spector, 2010). This is not the same as supporting change but instead is the active role of senior business leaders in involved in active participation that results in evidence of change. Management acting as agents of change can lead from the front and help identify problems, communicate, and create positive change environments. This is also an avenue to ensure the vision and complaint of change is maintained throughout the change process (Spector, 2010). ResistanceNo matter how well the communication and sponsorship of change implementation processes is applied at that place is always a level of resistance. This resistance must be managed in a proactive and timely manner (Specto r, 2010). Change agents, teams, and leaders must recognize change resistance and apply proper processes and tools to support change implementation in all phases of change in an organization.The Concord Bookshop did not consider employee resistance to change and went as far as to disregard communication stating the reasons for resistance. A business that view employees as a liability and a cost, fail to see employees as human cracking and assets. This view is counter to how vendors and customers view them (Spector, 2010).The Concord Bookshop represents an excellent character of how not to attempt change. If employees would have been included in the early stages of depth psychology to define the change required, they would have created a proactive change management environment (Spector, 2010). Instead, the surprise of change that was perpetuated upon the employees was met with across the board resistance, bewilderment, anger, and derision that resulted in the loss of many highly qua lified employees and management. These factors created afailure of change management where the loss of employees and resulting customers would cost the company far more than if they had taken the time to implement change management process correctly to make with (Spector, 2010).ReferencesSpector, B. (2010). Implementing organizational change Theory into practice (2nd ed). Upper Saddle River, NJ Pearson Prentice Hall.