Human Resource Change and Communication and Diversity essay

Human Resource Change and Communication and Diversity essay Human Resource Change and Communication and Diversity essay Human Resource Change and Communication and Diversity essayIn actuality, there are diverse change models that may be applied to the contemporary human resource management. In fact, the change management may involve different approaches and strategies that may either contribute to the success of the change management in a particular organization or provoke the failure of the change in the particular organization. At this point, it is possible to distinguish Lewin’s three steps model and Kotter’s eight steps model. Each model is efficient, if applied properly, although Kotter’s model is more detailed and may be helpful for organizations conducting complex changes. On the other hand, Kotter’s eight steps model is grounded on three main stages of the change, including creating a climate for change, engaging and enabling the organization, and implementing and sustaining the change.In fact, the first stage of the change, according to Kotter, includes three steps . In other words, creating a climate for change includes three steps: increasing urgency, building guiding teams, and getting the vision right (Peters, 2002). The engaging and enabling the organization stage includes three more steps: communication for buy-in, enabling action, and creating short-term wins. Finally, the last stage is the stage of implementing and sustaining the change that includes two steps: keeping the organization and the staff focused on the change and sticking to the change in a long run (Kotter, 1996). Therefore, Kotter’s model implies that the change management includes the preparation of the organization for the change that is followed by the implementation of the change and only after that the organization should retain the change and make it a norm.Lewin’s model undergoes through similar three stages of the change, including unfreezing, changing and refreezing (Thames Webster, 2009). Lewin stands on the ground that any organization has its ow n organizational culture, norms and rules, which are deep-rooted and, as the researcher defines it, frozen. The personnel of the organization take these norms and rules for granted. At the same time, any organization may need changes and this is the moment, when unfreezing is necessary. Unfreezing means the preparation of employees for the change (Peters, 2002). The second stage is the change proper. During this stage, the organization implements the change and makes it run smoothly. Finally, the refreezing the change is the last stage, when the organization ensures that the change has become permanent (Peters, 2002). In such a way, the change is complete and employees of the company perform their functions and take the implemented change for granted.Therefore, the two models of the HR change management are quite different but organizations and managers carrying out the change should make the choice on the ground of organizational needs and resources available to their organization. In such a way, managers should determine whether they will be able to complete the change successfully before the start implementing the change. They should also prepare their subordinates for the introduction of the change to minimize the risk of the resistance of employees to the change.The impact of equality and diversity, legislation on employmentToday, human resource managers should come prepared in the extremely diverse environment. As many organizations operate internationally and the movement of human resources internationally increases, human resource managers has to be able to work in the diverse, multicultural environment, where they have to adapt their management style to the specific organizational culture and environment. As a rule, human resource managers have to elaborate the specific management and communication style to match the specific organizational environment. They should elaborate their management style through the interaction and close communication with h uman resources. In such a way, they will learn which management style is the most effective in the specific organizational environment.At the same time, human resource managers should be very careful to avoid offensive behavioural patterns or inappropriate behaviour in relation to their subordinates. To avoid such negative behaviour patterns, human resource managers should learn the cultural background of their subordinates and elaborate the management style that matches cultural norms and rules of their subordinates. However, in the contemporary business environment, it is not always possible to elaborate the personalized approach to each employee, when the workplace environment is extremely diverse culturally. In such a situation, it is possible to recommend human resource managers to apply universal, humanistic approaches which are culturally neutral and allow them to maintain effective interaction and communication with their subordinates (Thames Webster, 2009). In this regard, equality is one of the main principles that helps human resource managers to prevent conflicts within their organizations and maintain the positive, healthy organizational culture. In such a way, human resource manager can elaborate the effective management style that helps them to maximize the performance of their subordinates and their organization.At the same time, professional knowledge and skills in the field of human resources are not enough for the successful human resource management today. In addition, human resource managers should be proficient in the legislation on employment because the lack of knowledge in this field can cause conflicts within the organization, whereas the violation of rights of employees can cause lawsuits being filed by employees against their employer. In such a situation, the main function of human resource managers is the prevention of such conflicts and the violation of rights of employees to prevent lawsuits and industrial action against their companies. The understanding and effective use of the legislation on employment allows human resource managers to build up their employment relations effectively (Bovee Thill, 2005). At this point, it is worth mentioning the fact that human resource managers should also come prepared to confront the pressure from the part of employees and unions, which may be willing to gain some extra employment benefits, if human resource manager is incompetent in the field of the legislation on employment (Hart, 2004). In such a case, manager can agree on some employment benefits to prevent the industrial action from the part of employees and unions. This is why the understanding and effective use of the legislation on employment help human resource managers to save costs, maximize the effectiveness of employer-employee relations, and keeps those relations within the legal framework avoiding excessive employment benefits, which mean extra costs for the employer, and keeping employees’ job satisfaction high enough, if employees feel their rights are respected and their employer conducts fair employment policies.Two models of communicationIn actuality, communication plays an important part in the successful business development and maintenance of the effective human resource management. In this regard, it is possible to distinguish different communication models which are widely applied in contemporary organizations. One of such models is the Berlo’s Sender – Messenger – Channel – Receiver model. The Berlo’s model implies that the information is sent from the sender to the receiver but before the receiver gets the information or the message, the sender chooses the messenger that means that a person has to word in the message and choose the appropriate means of the transition of the message to the receiver (Peters, 2007). In such a way, the sender shapes the message and determines the messenger and, when the message is shaped, then th e sender chooses the channel through which he/she will send the message to the receiver. For instance, the sender of the information can use the verbal communication to send the message to the receiver. Alternatively, the sender can use non-verbal communication, for instance, when the sender gives a sign to the receiver and the receiver interprets the sign properly (Clarke, 2000). In fact, the sender can choose a variety of channels of communication and various forms to shape the message, especially today when the development of information technologies and telecommunication systems has reached the unparalleled level of development.Another model of communication that may be applied effectively to the human resource management is the transactional model of communication. The transactional model of communication involves the close interaction between participants of the communication (Schein, 1999). Unlike many other communication models, the transactional model of communication impli es the interaction between sender and receiver of the information which involves not only sending the message from the sender to the receiver but also the reception of the feedback from the receiver by the sender. In such a way, the sender of the message can trace the response of the receiver to the information sent and, thus, the sender can choose the further strategy of the communication.In case of human resource management both models can be applied successfully. However, managers should be aware of the fact that the effective communication is possible only when the communication is a two-sided process. This means that managers should not just communicate messages to their subordinates. Instead, they should learn to listen and hear what their subordinates respond them or try to communicate in their turn. In such a way, the communication can become effective only if the human resource manager is bale to be not only a sender but also a receiver of the information. In this regard, e ither of the two models mentioned above can be effective, but human resource managers should remember that they should choose the model of communication which matches their personal inclinations, their communication style, experience, knowledge and understanding of their subordinates, the overall organizational environment and many other factors that may affect the effectiveness of the communication. In such a way, the communication model should match the organizational environment, culture and personal traits of character and communication style of participants of the communication process. In such a way, the communication process in human resource management may be effective and successful. Otherwise, communication gaps between human resource managers and their subordinates may emerge.