SBANC
Small Business Advancement National Center University of Central Arkansas — Conway Arkansas
Quote
115H, College of Business - University of Central Arkansas - 201 Donaghey Ave. Conway, AR Issue: 811– April 1st, 2014
Of The Week
“To improve is to change; to be perfect is to change often.” -
Winston Churchill
Upcoming Conferences ICSB
Who: International Council for Small Business
When: June 11-14, 2014 Where: Dublin, Ireland
th
What: 59 Annual Conference
MIAC
MMA
Who: MIAC
When: October 9-11, 2014
What: Fifth Mustang International Academic Conference
Where: Nashville, TN
Who: Marketing Management Association.
When: September 17-19, 2014 Where: San Antonio, TX
What: Educator’s Conference
Who: ISTEC ISTEC
What: Technology Conference When: December 18-20, 2014
Where: Doha, Qatar
Announcements SBANC
The Small Business Advancement National Center aims at increasing your knowledge of small business and entrepreneurship. All questions and comments would be greatly appreciated.
CCSBE
The Canadian Council for Small Business and Entrepreneurship will be holding their Conference at St. Francis Xavier University in Antigonish, Nova Scotia from May 22-24, 2014.
AACSB
ICSB
IETC
The AACSB will be holding their International Conference & Meeting on April 7-9th 2014 in Singapore.
Case Study Competition & Workshop: The competition is open to any person who is a member of ECSB / ICSB or is attending the ICSB 2014 World Conference. The prize for the competition is €250. Deadline is April 30th, 2014.
The International Educational Technology Conference will be held in Chicago, USA from September 3-5, 2014.
Call for Papers HSGBI
Who: Healthcare Systems and Global Business Issues What: 8
EUMMAS
ICMS
GBRJ
th
Int’l Conference
When: June 23-25, 2014 Where: Lincolnshire, England Deadline: May 15, 2014
Who: European Marketing & Management Association
When: June 6-8, 2014
What: 2014 Conference
Deadline: April 1, 2014
Where: Sarajevo, Bosnia
Who: International Conference When: June 18-20, 2014 on Marketing Studies Where: Taipei, Taiwan What: 2014 Int’l Conference Deadline: April 1, 2014 Who: Global Business Research Journal nd
What: 2 Int’l Conference
When: July 11-13, 2014 Where: Chennai, India Deadline: April 5, 2014
Tip
Implementing Change The final step to be managed in the change process is implementation. A new, creative idea will not benefit the organization until it is in place and be-
of the Week
ing used fully. One frustration for managers is that employees often seem to resist change for no apparent reason. To manage the implementa-
“Getting others to understand the need for change is the first step in implementation.” leaders until bankruptcy
enthusiastic about their new
proved the urgent need for
ideas. Members of a new-
working more closely togeth-
venture group may be sur-
er. Sometimes, though, there
prised when managers in the
is no obvious crisis. Many or-
regular organization do not
ganizational problems are
support or approve their in-
subtle, so managers have to
Need for Change
novations. Managers and em-
recognize and then make oth-
ployees not involved in an in-
Many people are not will-
ers aware of the need for
novation often seem to prefer
ing to change unless they
change. A need for change is
the status quo. People resist
perceive a problem or a
a disparity between existing
change for several reasons,
crisis. A crisis or strong
and desired performance lev-
and understanding them can
need for change lowers
els.
help managers implement
Resistance to Change
change more effectively.
Getting others to understand
Self-Interest
tion process effectively, managers should be aware of the reasons people resist change and use techniques to enlist employee cooperation.
resistance. The shifting relationship between GM and the United Auto Workers (UAW) provides a good example. GM managers’ efforts to build a more collaborative rela-
“
tionship typically met with resistance from UAW
the need for change is the first step in implementation. Yet most changes will encounter some degree of resistance. Idea champions often discover that other employees are un-
People typically resist a change they believe conflicts with their self-interests. A proposed change in job design, structure, or technology may increase employees’
workload, for example, or cause a real or perceived loss of power, prestige, pay, or benefits. The fear
“The fear of personal loss is perhaps the biggest obstacle to organizational change.”
of personal loss is perhaps the biggest obstacle
heuser-Busch employees are
port the changes.
to organizational change,
resisting the new managers’
Consider what is happen-
Uncertainty
wide-ranging changes be-
ing at Anheuser-Busch,
cause they feel they are losing
which was acquired by the
both financially and in terms
Belgian company InBev.
of status.
The lavish executive suites at Anheuser-Busch
Lack of Understanding and
Uncertainty is the lack of information about future events. It represents a fear of the unknown. Uncertainty is especially threatening for em-
Trust
ployees who have a low toler-
demolished in favor of an
Employees often distrust the
ance for change and fear any-
open floor plan that has
intentions behind a change or
thing out of the ordinary.
staff members and execu-
do not understand the intend-
They do not know how a
tives working side-by-
ed purpose of a change. If pre-
change will affect them and
side. Mangers accus-
vious working relationships
worry about whether they will
tomed to flying first class
with an idea champion have
be able to meet the demands
or on company planes are
been negative, resistance may
of a new procedure or tech-
now required to fly coach.
occur. When CareFusion Cor-
nology. For example, employ-
It has become a competi-
poration was spun off as a
ees at one mail-order compa-
tion to get a company-
subsidiary of Cardinal Health,
ny resisted the introduction
provided smartphone, as
CEO David L. Schlotterbeck
of teams because they were
InBev has dramatically cut
and other top executives want-
uncomfortable with their
the number it will provide
ed to implement new values of
working environment and un-
for employees. Free beer
collaboration and teamwork,
certain about how the imple-
is a thing of the past, and
but lower-level managers were
mentation of teams would al-
complementary tickets to
initially suspicious of their in-
ter it. People have developed
sporting events a few and
tentions. Only when they saw
good collaborative working
far between. Once the en-
that the top leaders were fully
relationships informally and
vy of others in the indus-
committed to the values and
they didn’t see a need for be-
try for lavish benefits, An-
honored them in their own be-
ing forced to work in teams.
headquarters have been
“
havior did others begin to sup-
Different Assessments and Goals Another reason for re-
“Critics frequently voice legitimate disagreements over the proposed benefits of a change.�
sistance to change is that people who will be affected by a change or innovation may assess the situation differently from an idea champion or newventure group. Critics frequently voice legitimate disagreements over the proposed benefits of a change. Managers in each department pursue different goals, and an innovation may detract from performance and goal achievement for some departments. For example, if marketing gets the new product it wants for cus-
pressure for change because
technique and the use of se-
of poor working conditions in
lective implementation tactics
overseas supplier factories.
to overcome resistance.
More than half of the suppliers recently audited were found to have violated aspects of Apple/s code of conduct and some have broken laws. However, there is conflict within the company because although the top executives want to improve conditions, some managers argue that a radical overhaul will derail crucial supplier relationships and slow innovation and the delivery of new products.
tomers, the cost of manu-
These reasons for resistance
facturing may increase,
are legitimate in the eyes of
and the manufacturing
employees affected by the
superintendent thus will
change. Managers should not
resist. Apple executives
ignore resistance but instead
are currently encountering
diagnose the reasons and de-
9th Edition
this type of resistance. In
sign strategies to gain ac-
Daft & Marcic
August 2010, Apple be-
ceptance by users. Strategies
came the largest U.S. cor-
for overcoming resistance to
poration in terms of mar-
change typically involves two
Page 332-334
ket valuation. But execu-
approaches: the analysis of
Copyright 2015
tives are currently under
resistance through force-field
“
Source: Understanding Management
Cengage Learning
Feature Paper
SBANC Staff
ERG For MGT: A Practical Model For The Small Business Manager
Executive Director Dr. Don B. Bradley III
Development Intern Abstract
James Vire
Managers experience difficulty focusing their time on higher - level management activities (strategy, innovation, change, etc.) designed to promote the success of their company because lower - level issues arise requiring their attention. This is especially true for managers of small businesses. These issues are interruptions and are disruptive to managers because it takes them away from their work of creating opportunities for growth of their organization. This research introduces a model to enhance the understanding of an organization’s composition and activity for the practicing manager, and focuses on the negative impact of these interruptions Page (147)
Read Entire Paper Here
Development Intern Joshua Tucker
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