Management change

Conceptual Change in Business Management
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The information presented in the article under review assists in the understanding of the role of employees in the success of the organization. It is true that the staff is often regarded as a cost rather than an asset. For this reason, many organizations seek to pay the lowest salaries possible to the staff. However, with other assets such as machines, the best servicing, and maintenance practices are used to ensure maximum productivity. From the article, a manager understands that the same needs to happen to an employee. One learns that attractive workplaces are likely to attract and retain the best talent available (Rydell, Andersson & Hedlund, 2013). These individuals will be able to produce results with maximal efficiency. Since there is low staff turnover, it is possible to grow a business culture that ensures standard service and product provision to clients (Rydell, Andersson & Hedlund, 2013).
The role of scheduling in project management for the manager is to help them plan organizational events. Part of creating an attractive workplace should be forming bonds that dismantle hierarchical discomfort. This means that the manager should be viewed by the rest of the staff as one of the workers who contribute to the same goals. In specific, the manager will concentrate on organizing training and talent building activities for the staff. As the article states, naïve knowledge is self-limiting, especially in the modern, innovative trends.

It is resistant to change since it is based on familiarity with already laid out procedures (Rydell, Andersson & Hedlund, 2013). To change this, the manager needs to encourage training and professional development amongst the staff. This can be done through grants and incentives for further studies. The manager should also take a step to advancing their knowledge in local trends to enhance his or her effectiveness and to motivate the staff to follow suit.

References
Rydell, A., Andersson, I., & Hedlund, A. (2013). Change in Managers’ Conceptions of Human Resources in Organisations: Outcomes of an Intervention. International Journal of Business and Management, 9(1). http://dx.doi.org/10.5539/ijbm.v9n1p168