QUESTION1: Importance of Identifying and Acknowledging Short-Term Wins DuringChange
Accordingto Hayes(2014), theinevitability of change is one of the instrumental challenges formanagers at any given organizations. On the other hand, thesignificance of organizational dynamism cannot be overstated. Anyfirm seeks to grow its leverage and gain a competitive edge in therelevant market. However, it is not usually easy to account forgrowth in a continuous or long-term structure. Short-term winspresent a viable way for managers to account for progress amidst theinconsistencies resulting from a change.
Establishingshort-term gains for some reasons is important. For instance, ithelps a team or a department of an organization to acknowledgeindividual achievements even where the long-term goals are yet to berealized. The spirit provides the necessary motivation to pushemployees into believing that even greater heights can be reached. Italso helps to conceptualize change resulting from individual wins andthe efforts put forward. In this way, management may also analyze theresults to shield off possible resistance within the organization(Hayes, 2014).
Themost significant Short-term wins are visible and measurable. Theleadership of any firm would want to quantify singular achievement asand when they occur. Some wins may not exhibit the aspect ofmeasurability and thus cannot help in streamlining change.Measurability of wins is also critical in making appropriateprojections about the growth of an organization. The managementrelies on quantifiable elements to establish different projections atdepartmental and organizational levels.
QUESTION2: Measurability of Success
Managersrequire accounting for the successfulness of the projects theyundertake objectively. The underlying inevitability of change meansthat success fluctuates with time such that the overall productivityof an idea is hard to ascertain. Managers can still come up withvarious ways to measure success even where operational dynamism posesthe challenge of inconsistency. The strategies to measure progress inany organizational may exist at individual and departmental levels.It, therefore, calls for thorough monitoring and inspection ofworkers and instruments used to administer different functions withinthe firm (Goetsch & Davis, 2013).
Establishingconfidence levels among employees serve as a way to determine thestandard of success. The more the self-believe among workers, themore success, is likely to be achieved. Also, identifying with changeas a constant function reflects accomplishment of an objective. Otherways of measuring growth include flexibility of implementing newstrategies and ease of relaying new information. Advancement of anyorganization results from combined efforts of specific players.Managers are thus required to identify the individual strengths andweaknesses of the parties that are directly involved in the pursuanceof organizational objectives.
Mostorganizations use qualitative and quantitative statistics to measuresuccess. Quantifiable data includes earnings per share whilequalitative information includes customer satisfaction and confidencelevels of employees (Barner, 2011). Teamwork also serves as anagent of success because complementary efforts of employees result inoptimal productivity of labor. It is thus prudent to conclude thatfavorable settings are synonymous with excellent team leadershiproles by departmental managers. Some advanced strategies focus on theeffectiveness of planning and forecasting as the primary measure ofsuccess. Such an instance means that data is relied upon to containthe inconsistencies brought about by change. Accuracy andmeasurability should govern any acceptable criteria
AronBarner, R. (2011). Accelerating your development as aleader: A guide for leaders and their managers. San Francisco,CA: Pfeiffer.
Goetsch, D. L.,& Davis, S. (2013). Quality management fororganizational excellence: Introduction to total quality.Boston: Pearson.
Hayes,J. (2014). Thetheory and practice of change management.Palgrave Macmillan.