本篇文章是讲变化管理中的意义给与,管理者如何讲道理是等式的一端,另一端是他们如何讲道理,或者说他们如何把学到的东西传授给员工,同样重要。这被称为变化管理中的意义给予。考虑到领导者在组织中的地位,他们在意义上扮演着至关重要的角色(Kets de Vries, 2007)。他们将对下属对组织变更的解释有很大的控制权,并且可以访问组织内部的许多元素,如程序和过程、仪式、正式声明以及更多可以用来表达意义的工具(Cook-Greuter, 2004)。本篇essay代写文章由美国论文通AssignmentPass辅导网整理,供大家参考阅读。

How managers make sense is one end of the equation, at the other is how they give sense or rather how they transfer what they have learnt to their employees is just as significant. This is termed as sense giving in change management. The leader plays a vital role in sense giving on account of their position in the organization (Kets de Vries, 2007). They would have much control over the subordinate’s interpretations of organization change and also would have access to many elements within the organization, such as procedures and processes, rites, formal statements and more which can be used as tools of giving sense (Cook-Greuter, 2004).
Sense giving by the leader may or may not be consistent with their own self making. The leader will have to consider the level of understanding of the individual employees involved in the change process and decide based on the same. The leader might also have to modify the sense giving process according to the situational demands of change; however the core explanation must be consistent for the employees to trust the leader’s opinions and information. The effectiveness of message communication, the reliability and credibility of the message content and also the persuasiveness of the leader will play a major role in the sense giving process. For instance, consider the example of sense giving as discussed by researchers Gioia and Chittipeddi (1991). The authors present a situation where a new college President has taken over and the new college President wants to now convey to the University his sense of vision and mission for the University. In order to thus induce change in the University as he wants it (made sense of), the President wants to sense give, as the researchers state,
“The president has adopted a sense giving mode. Now he was taking staged actions that conveyed to the university the nature of his vision, the values underlying it, and the actual changes that he wanted to achieve as a result. The clear intent was to provide a viable interpretation of a new reality and to influence stakeholders and constituents to adopt it as their own. Thus, rather than making sense of an ambiguous situation for himself, he was now in a mode of making sense for others, i.e. of supplying a workable interpretation to those who would be affected by his actions (Giioia & Chittipeddi, 1991, p. 443).
Where sense giving is not done adequately then the chances are that the employees will not understand the reality better. Whatever information that the leader has come across in the context of change might not be acceptable to the employees. Furthermore, the employees might not be motivated to accept shared vision, mission or objectives of change. Where the leader cannot sense give then the leader would not be able to align the resources of the company into the common objectives of change (Kotter, 1995).