Importance of Line or Staff Departments and Methods of Effecting Change Essay

Which type of part (line or round) is most important to an brass section? Why? Could an organization function with protrude either of them? Why or why not?In every organization, authority is divided in narrate to make sure the firm is successful. This division ensures that no virtuoso plane section is responsible for everything. As an organization grows, at that place must be twain departments that be given the authority to make decisions to benefit the firm. These be the frontier department and the Staff department. While both set about management authority, there are certain differences. Line departments headed by a line manager, are the departments established to meet the objectives of the business and directly influence the success (profitability) of a business. (Plunkett, Alan, Attner, 2013, Ch 7) These managers are on the frontline, responsible for producing goods, marketing and distri scarceion.Line managers who head much(prenominal) departments exercise line auth ority (Plunkett, Alan, Attner, 2013, Ch 7) Staff departments headed by a staff manager, provide assistance to the line departments and to each other. (Plunkett, Alan, Attner, 2013, Ch 7) These managers are there for support, tolerant advice, service and assistance. Examples of staff departments may include the I.T. department, legal or humans recourses. While not directly contributing to the firms objectives, they are there to lend a helping hand.In my experience, it is the line department that is most important to the success and profitability of the company. While it may be agued that without the staff department one couldnt market and sell the goods and service produced by the line department. But it is ultimately it is the line department that generates the taxation to sustain the company and there fore is most important. Granted that one evokenot function without the other, and it is that synergy that ensures longevity and further success of the organization.Discuss trine (3) different methods of effecting change. Why are most organizations and individuals resistant to change? What can managers do to facilitate change? Use practical examples from your experience or knowledge,and describe your experience in implementing change.Effecting change in ones environment can be a daunting task. legion(predicate) individuals are reluctant to change and react differently when it occurs. Most will take to the need to learn new skills and update their knowledge, but most envy efforts to change their attitudes (Plunkett, Alan, Attner, 2013, Ch 8) To solve this business Kurt Lewin developed a three-step approach that consists of three phases, unfreezing, change, and refreezing.In the first step unfreezing, mangers must identify and discover the tooth root or earn of the deficient behavior. They confront the individual with the behavior and the problem it causes they so begin to convince the him or her to change by suggesting methods and pass incentives. ( Plunkett, Alan, Attner, 2013, Ch 8) This step is the foundation to helping the insubordinate employee open up an argue why this deficient behavior is occurring. Often time this causes the employee to become unrestrained and upset.The second step change, the employee discomfort increases. This will cause the employee to question their reasons for their conduct, it is then that the manager has the chance to provide a role model to foster the preferred behavior. As the individual adopts that behavior, performance will improve but the manager must support and reinforce that behavior if it is to last. (Plunkett, Alan, Attner, 2013, Ch 8)In the triplet step refreezing, new desired behaviors should be rewarded. Frequent praise at first is important for the continuation of preferred behaviors. Also, if any incentive was promised, then it must be honored. Failure to do so will cause a reversion to old deficient behavior and the manager would have to start again.In my experience, cold cal ling is a requirement to weave up business. Earlier last year, sales were down. An increase in occupation was needed to boost our P&L, so management enforced requisite call nights. Each employee was given a list of clients to set appointments. Many of the veteranemployees saw this as a waste of time, and although they attended, did little or no work. Management sat with each of these employees individually to figure out what the cause of the issue was. Management created a reward system in which the employee with the most booked appointments gets a free lunch the next daylight and the employee with the most booked business from these appointments gets to take off the next dickens Mondays. This incentive had everyone dialing clients consistently and business increased dramatically. To reinforce these behaviors, a scoreboard was drop up and the leading 5 employees numbers were updated weekly. Giving a combative twist to this approach really helped motivation for production, esp ecially in sales.ReferencesPlunkett, R. W., Allen, S. G., & Attner, F. R. (2013). Ch 7 Organizing Principles, Ch 8 Organizational Design, Culture and Change . Management meeting and stupendous customer expectations (10th ed., ). 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