Change Management
MGT 426
July 29, 2013

Change Management
The roles of managers and individuals in change management are often intertwined; the organizational arrangement consistently seeks to engage both individual employees and his or her management teams in the course of organizational change. The goal of this is to engage employees and encourage them to adopt a new way of functioning in their careers, and it often falls to the management team specifically tasked with change management to make this process as painless as possible.
The change management process usually consists of five parts: the change management team, executives, senior managers, middle managers, supervisors, the project teams, and the project support level (Change Management Learning Center, 2013). When each manages to fulfill their roles, healthy change occurs at the individual employee level, and the change is often successful. The change management team is responsible for developing the change management strategy and plans and is integral to the success of the change. The executives and senior managers launch the changes set forth by the change management team and are known as sponsors for the change. The middle managers and front-line supervisors coach their direct reports through the changes that will imprint on their day-to-day work. The project team manages the technical side of change, and integrates change management into the project plans. The project support functions support the different activities of the change management and project team, and the department in charge of change management owns the methodology in use and supports the implementation throughout the organization (Palmer, Dunford, & Akin, 2006).
It is important to note that there are always two sides to the change management process, and these are known as employee-facing roles and enabling roles. The