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It is important that before any changes are made, they must be properly thought out and the effects upon the organisation, clients and all individuals concerned must be assessed by whichever method would be effective and which would give accurate information with regards to the intended change. For instance the use of a cost benefits analysis, decision tree, SWOT analysis etc.
Various interest groups must be consulted and their opinions taken into consideration before changes are implemented, especially individuals or groups who will be at the receiving end of the change e.g. employees, customers or clients, suppliers, shareholders.
Proper enlightenment or education of all concerned must be done before the changes are implemented, during the change process and after the system is in place (which is a form of checks and balances). Facts of the change should be presented accurately, honestly and at the right time even when they are unpalatable. This promotes trust and prevents rumours or incorrect information being spread.
Voices of dissent should be listened to and their fears and opinions must be taken into consideration. Time should be taken to allay those fears and convince tem of the benefits of the proposed change. It would be unfair for an organisation to always use coercion to implement change without first exploiting other possibilities. Also such voices may have the capacity to scuttle the change process.
The organisation should have the required equipment in place before implementing change as it could be very frustrating attempting to change without the right tools.
Except where there is no other option, changes should be implemented gradually or incrementally as radical changes are more likely to be met with strong resistance.
As changes are being implemented, they must be monitored to observe their impact on the organisation, clients and employees, to aid tackling of potential problems and to give sport to staff.
Lines of communication between management and employees must be kept open throughout the transition process.
Where appropriate, test-running a change before fully implementing it should be done, and measures should be put in place in case the new systems do not work.
Training and retraining or employees should be done in order for them to acquire the necessary skills for the proposed changes.
The organisation also has the responsibility of recruiting the right quality and calibre of staff who will aid the achievement of organisational goals and objectives.
The organisations should explore the possibility of employing a change agent where it cannot manage the changes on its own.
Much as the organisation has a great responsibility where handling change is concerned, employees are not exempt from responsibility.
5.3.1 Responsibilities of Employees.
Employees should show themselves (or make themselves) amenable to change, since change is an inevitable part of life and is necessary both for organisational development as well as career enhancement.
Where reason has been shown that changes must be undertaken, it would be in the interest of all that employees cooperate with and support the changes by doing what is expected of them, especially where the organisation has shown good faith in providing all the support necessary.
Employees must take advantage of training programmes organised by her organisation and must also keep abreast of developments within their fields in order to be able to make positive contributions to the organisation.
Where they do not want to change, they may want to examine the possibility of securing employment elsewhere.
From the study, it is evident that change is a very important and inevitable fact of organizational life which could lead to improved staff and organisational performance. It is therefore in the interest of an organisation to keep abreast of developments around it both externally and internally, which can serve as triggers for change in order to be prepared to successfully handle change. Good â€˜Change Managementâ€™ is therefore absolutely necessarily for an organization to effect change, but an organisation is highly successful when it can make its employees regard themselves as the change agents in themselves. Staffs are the most valuable assets an organisation has. The Financial system has undergone significant changes in terms of the policy environment, number of institutions, ownership structure, market capacity, and the regulatory framework.
Since change is an inevitable part of life, most organisations will undergo changes at one point or the other. It is therefore important that they carry staffs along when such changes are being made. It always matters to find what works best in the specific situation, given an understanding of all the factors, advising that significant change in complex organisations like Zenith BANK Nigeria Plc may require strong leadership, a vision, an a change team or guiding coalition charged with implementation, perseverance and commitment to follow through, understanding the current culture, where the resistance will come from, and the courage to tackle resistance head-on. However, Zenith bank Nigeria Plc has the potentials of achieving its set objectives of being the Number One bank in Nigeria by being pro-active and innovative as this is essential for the growth of an organisation.
Human beings (Manpower) are the most important assets an organisation has. They basically make up the organisation and carry out the organisational plans and policies. It cannot therefore be over emphasized that they must be carried along when changes are to be embarked upon. Not carrying staffs along can result in resistance to the changes, a reduction in staff morale and productivity, an inability to implement or sustain the wonderful ideas, and ultimately an inability to meet the organisational goals and objectives. With considerations to the change models previously enumerated, it is seem that effective change managementâ€™s programmes are usually sequential, with early measures directed at overcoming initial apprehension and resentment and gradually evolving into a programme that supports compliance, acceptance and internalisation of change. Managementâ€™s role is to observe the internal and external environment, decide on changes that need to be embarked upon and plan for such by initiating programmes with or without the aid of the change agent. They must estimate what impact the change will have on employee behaviour, work, technological requirements and motivation and must craft programmes that will support workers as they go through the process of change.
6.0 SCOPE FOR FUTURE RESEARCH
It would be of immense benefit to organisations to examine which methods of change management are effective or appropriate within their individual settings. Major difficulties arise when introducing change within an organisation. Many of the staffs are usually not carried along when the change is being initiated, they do not receive appropriate instructions and guidelines when the change is being implemented. Change should be tailored to a particular group of people within the organisation or to specific settings. In most cases staffs are not carried along, the change are just announced and staffs are expected to comply with them, their feedbacks are not even requested which can lead to dissatisfaction among the employees. Staffs ideas are usually also not sort out when introducing the change. The success of the organisation depends on the staffs as well. The way an organisation adapts to change depends on how well the ground is prepared in advance. Change is always easy to implement when there is a real agreement between staffs for the need to change. Identifying the right model of change can result into the increased profitability of the organisation. The staffs should be involved in the change management process, thereby making the change easier to implement.
Organisation also needs to find ways to overcome the resistance to change when embarking on this change and thus the appropriate and effective method of change management should be chosen for their individual settings. Zenith Bank Nigeria Plc has the potentials of attaining its set objectives of becoming the number one bank in Nigeria. Though the path ahead is certain, it is exciting that the current reforms in the banking sector are home-grown which gives Zenith Bank an edge for international competition. The management must use their management acumen to address the weakness and threat. Generally, being pro-active and innovative is the key to success in attaining heights. Zenith Bank Nigeria plc should make the best of any change as competitors will eventually and inevitably over-take any company that stops improving and innovating. Change management requires a comprehensive approach at various levels. The most effective or appropriate method of change management should be put into use as this can help fuel the progress and success of an organisation. An organisation is a combination of different people with different ideas and they all have a role to play within the organisation. Thus, an overview of what must be done at each stage and who is involved should be clearly stated. Also feedback should be requested and reviewed.