|
Ugama Rose
Management Consultant, Nigeria
|
Change is Most of the Times Selfish
The problem I find with change is that in most cases, it favors the organization more than the employees.
X
Welcome to the Change Management (Iceberg) forum. The topic being discussed here is: "Change is Most of the Times Selfish".
Please sign up now to read all responses and to join this discussion yourself. It's free.
Log in
| |
|
J.I Dube
Consultant, Nigeria
|
|
Re:
If the change is well structured, subject to its definition, I think its more of an advantage to the employees.
|
| |
|
Ugama Rose
Management Consultant, Nigeria
|
|
Re: Change is Most of the Times Selfish
I'm having a hard time understanding how employees can benefit more than the organisation from change taking into considerations the fact that organisations are always thinking of ways to improve on their products and/or services, ways which are not always people centred. Yes! Employees sometimes benefit but in most cases, the organisations does more.
|
| |
|
J.I Dube
Consultant, Nigeria
|
|
Solution Management in Context
Yeah, I quite agree with you to some extent Rose. It is also in this regard that organizations are very much particular about staff trainings, they are well aware that an organization without these people, without the right hands to man it with an excellent touch of professionalism and creativity, the company is as good as an empty house. We must not fail to understand that these individuals make up the organization in question, hence the change has to start from these people. Once there is a positive change in the people/employees... Then it will go a long way in affecting the organization as well as its product and image positively... This is what I call solution management in context because it deals more with the individual than with the organization as a whole.
|
| |
|
Ugama Rose
Management Consultant, Nigeria
|
|
Re:
Very true Ik (if I may call you that). But we know (...)
|
| |
|
J.I Dube
Consultant, Nigeria
|
|
Re:
I would say I quite agree with your point Rose. Bu (...)
|
| |
|
Ugama Rose
Management Consultant, Nigeria
|
|
Re:
Thank God I adapted to the change (though not with (...)
|
| |
|
Drazen
|
|
Employees Benefit from Change
From my interpretation I believe that employees be (...)
|
| |
|
Ugama Rose
Management Consultant, Nigeria
|
|
Re
There's nothing wrong with organisations benefitti (...)
|
| |
|
J.I Dube
Consultant, Nigeria
|
|
Re:
Most importantly is ones' definition of change. Ch (...)
|
| |
|
Ugama Rose
Management Consultant, Nigeria
|
|
Re
Welcome back Ik. I'd like to rest my case because (...)
|
| |
|
Jagdish B Acharya
Consultant, India
|
|
Change Benefits Matrix
Let us accept the fact that no management will do (...)
|
| |
|
Drazen
|
|
Update to Employees Benefit from Change
I acknowledge that employees often get overlooked (...)
|
| |
|
David Wilson
Manager, Canada
|
|
Employee Change Versus Organizational Change
Organizations need to change to survive as their e (...)
|
| |
|
Randommax
|
|
Change Acceptance in Management
But what do we do then, when change is not accepte (...)
|
| |
|
D P BABU
Strategy Consultant, India
|
|
Non-acceptance of Change by Management
Change when initiated by employee groups, peers an (...)
|
|
|
|
|
More on Change Management (Iceberg):
|
|
|
|
|
|
|
|
|
