Poster

Change is acknowledging the things we are familiar with and

also for what we are not aware. Good leadership in an organization is

searching for opportunities that will positively impact the values of

people who are looking up to them. Leaders need to confront and

embrace the change that is overwhelmingly happening worldwide (Al-

Ali et al., 2017). When reflecting on Aquatel, the organization lags to

manage change and implement it to its operations. The leadership and the

management have restrained their self-awareness that cannot see beyond

their style and conductivity. I choose to highlight the personal experience

from my organization concerning managing the change and employee

well-being

For a change to be implemented effectively, every employee has

to acquire a feeling of it, think about and be part of the change. Managing

a change is a key issue that my organization experiences, and it is more

important to address it. To implement the change, my organization

breaks the operation into small pieces by assigning a task force to certain

tasks (Al-Ali et al., 2017). They have to come back with a solution for a

preferred period. However, it has to be known that the objective is not to

acquire each problem differently but rather to connect and balance the

change (Al-Ali et al., 2017). In this case, the management and leadership

need to understand that removing one piece dismantles the whole

structure or balance.

Aquatel mostly assigns a particular group of leaders whose

mandate is to manage the change process. Their behavioral operation is

to separate themselves and engage in formal discussion towards

strategies that are likely to be implemented (Gervasi et al., 2021). In

addition to this, they do not communicate with anyone till the due day to

report back. However, such implications are not effective since the

change affects all of us. They have to engage us in their conversation to

prepare for implementation strategies (Gervasi et al., 2021). The

management needs to understand that change is an emotional behavior,

and our involvement is essential for the transformation.

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On the other hand, the staff pictures that scenario from a

different perspective. In this case, the absence of a message is also a

message to the employees. The task force's conductivity of remaining

silent also sends a message that something is going on within the

organization, thus lack clarification (Gervasi et al., 2021). On the other

hand, such behavior may alarm the eruption of disputes more when

rumors spread concerning downsizing or salary deductions. The

organization creates room for gossips and misinterpretation of

occurrences (Gervasi et al., 2021). In addition to this, rumors worsen

when no information is shared. The company needs to involve a

conversation with us to clarify and prepare ourselves for the change.

In the current scenario regarding the conduct of the task force

towards managing change, no positive impacts resulted from the

employees. Due to the intervention of the pandemic, the task force

provided the so-called solutions to save the organization's costs. The

management of Aquatel agreed that we were to relocate to small

branches, and a total deduction of sixty-five percent on our salaries will

cater to computers and network systems (Wu & Lee, 2017). The change

brought disputes and none of the employees adhered to the orders. When

such a process is being discussed, the management needs to engage the

employees to facilitate smooth implementation. In addition to this, they

have to explain the guiding principles towards such changes daily and

how we can integrate them (Wu & Lee, 2017). On the other hand, the

proposal was good since our health is a crucial matter, but the salary

aspect needs to be discussed to reach an agreement.

Managers are responsible for any communication process

towards managing change. Rumor fills the vacuum, and managers need

to clarify, more so, efforts towards embracing the change. In this case,

people always want to constantly hear the same message frequently to

adapt to the change; no changes come wholesomely to be effective

(Martinsuo & Hoverfalt, 2018). However, the management needs to

evaluate the understanding capability of the change towards its

employees. In this case, they need to gather everyone's support and belief

towards the change and how to interpret the information. To ensure that

the communication is well received, they have to listen, observe our

conduct and communicate enough to ensure the message is achieved

(Martinsuo & Hoverfalt, 2018). Change has steps; the initial step is to

allow people to familiarize themselves with the change, thus shaping

their attitudes. The behavior will eventually change and result in

commitment.

On the other hand, when reflecting to change, people do not

terminate their beliefs because of the organization's new direction. The

organization's effort will make employees believe in change when

particular behavior or actions are yielding desired results that will

enforce operations (Martinsuo & Hoverfalt, 2018). In this case, an

organization can only rent the behavior of the employees; therefore, they

should focus on winning their attitudes. On the other hand, management

needs to acknowledge that feeling is an essential aspect of embracing

change (Martinsuo & Hoverfalt, 2018). It is a fundamental tool to change

one's behavior and implement change in the organization. In addition to

this, employees can connect to the organization when their feelings and

beliefs are valued.

The task force should initiate early conversation within the

organization and make sure each department is involved. Such measures

will impact on the results productivity hence winning the attitude of the

employees. In this case, the information procedure is crucial for both the

organization and the staff. On the other hand, spreading the discussion

ensures that each employee understands the change (Al-Ali et al., 2017).

It also assures a common understanding of the company’s situation. In

addition to this, it creates an opportunity for alignment with its activities

and overall objective.

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Employee well-being is a result of mental and physical health

status. This issue is crucial because it affects the operation of the

business. It also affects the relationship between the clients and the

organization (Walia, 2018). In addition to this, it facilitates a calm

environment between one another towards functionality. My organization

does not take much serious consideration to this aspect, affecting its

operation without their knowledge. The employees are hardly given sick

leave, and it affects their driving power to the operations, thus reduce

performance and productivity (Walia, 2018). On the other hand, there is a

lack of proper management of workload allocated to the staff.

The management fails to deliver proper task clarity when

assigning work. Employees are not provided with any training or

orientation towards managing such tasks. The management needs to deal

with such aspects to avoid confusion in determining what to prioritize

(Zhang, 2020). On the other hand, the organization does not initiate

certain activities to motivate an employee's well-being. The monthly

paycheck does not motivate anyone towards perfecting their duties. In

this case, the management needs to create activities that will improve

motivation and make employees enjoy their work, thus deliver good

results (Zhang, 2020).

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The Aquatels’ management could have invested in

understanding the habits and unique needs of every staff. Also, their

working approach when performing a specific task and how they react to

the task (Walia, 2018). The focus should not be on the result though it is

crucial for the continuity of business operations. In addition to this, the

management could have congratulated the employees' efforts, their

dedication, and resilience towards the results. On the other hand, Aquatel

should prioritize their employees' personal growth and value (Walia,

2018). Such a narrative will improve their performance and their efforts.

In this case, employees will feel safer directing all their energy to deliver

good service in the future.

On the other hand, Aquatel should have opted for prevention

measures rather than curing situations. When reflecting on work load and

the urge to meet the quality and deadline, most employees endure stress

and fatigue (Karapinar et al., 2019). Such issues result in a collapse in the

working place. The organization should look for other alternatives like

introducing mental health services. When such a program is

implemented, it will be impossible to experience the collapse of

employees or absenteeism (Karapinar et al., 2019). The organization

needs to dwell on mitigating such risks before they worsen during work

hours.

In conclusion, the organization should take proactive approaches

and avoid reactive ones when dealing with the stress or fatigue of the

employees. In this case, the well-being of the employee will improve

their performance and productivity. In addition to this, embracing the

employees' efforts and their resilience towards achieving good results is

one way of improving their well-being. On the other hand, companies

need to make good processes when implementing a change in their

operations. In this case, they should introduce the concept to the

employees to discuss and familiarize themselves. After that, they will

change their attitude and behavior towards the change and start

embracing the concept. Finally, they understand and implement it for

their benefit and the organization.

Al-Ali, A. A., Singh, S. K., Al-Nahyan, M., & Sohal, A. S. (2017).

Change management through leadership: The mediating role of

organizational culture. International Journal of Organizational

Analysis.

Gervasi, D., Faldetta, G., Pellegrini, M. M., & Maley, J. (2021).

Reciprocity in organizational behavior studies: A systematic

literature review of contents, types, and directions. European

Management Journal.

Karapinar, P. B., Camgoz, S. M., & Ekmekci, O. T. (2019). Employee

well-being, workaholism, work-family conflict, and instrumental

spousal support: A moderated mediation model. Journal of

Happiness Studies, 1-21.

Martinsuo, M., & Hoverfält, P. (2018). Change program management:

Toward a capability for managing value-oriented, integrated

multi-project change in its context. International Journal of

Project Management, 36(1), 134-146.

Walia, K. (2018). The relationship between employee well-being and

spirituality at the workplace. IUP Journal of Organizational

Behavior, 17(3).

Wu, W. L., & Lee, Y. C. (2017). Empowering group leaders encourage

knowledge sharing: integrating the social exchange theory and

positive organizational behavior perspective. Journal of

Knowledge Management.

Zhang, S. (2020). Workplace spirituality and unethical pro-organizational

behavior: The mediating effect of job satisfaction. Journal of

Business Ethics, 161(3), 687-705.

Managing the Change at Aquatel

Implementation of the Change at Aquatel

Critical Balance

Dealing with the Pandemic

Alternative Ways to Manage Change

Initiation of Conversation

Employee Well-Being

Motivation and Appraisal

Alternative Approach

Reference

Conclusion

Health Status and Workload

Challenges in Management and Organizational

Behavior at Aquatel