Organizational managers are change management tools that are critical for implementing change within organization endeavoring to changing from one level to another in line with an organization’s strategic vision. Therefore their roles coupled with appropriate skills and experiences are critical to successful change over. Among the requirements for a manager to initiate and successfully transform an organization is a clear and unambiguous understanding of the current position of an organization, the reasons for initiating change, understand organizational environment in terms of the culture, organizational behavior, processes involved in the change process, and the relationship between employees, the organization, and management (Harris & Moran, 1987). An organizations’ environment must be assessed before commencing change. Managers must ensure change plans are well designed and the implementation accurately done to give a satisfactory feedback when an evaluation is conducted of the new look organizations (Christensen & Donovan n.d). Equipped with the skills highlighted above, an organizational manager plays various roles in the transformation process. Among these is creating the need for urgent change within an organization. Urgency should be characterized by reality and relevance. When organizational employees see the need for change and associated relevance, the resistance to change is minimized and workforce energy is efficiently optimized in bringing about change. Hall and Hall (1990) argue that managers should understand that change can be emotional and may impact adversely on organizational employees. In addition to that, organizational executives understand that change cannot be imitated single handedly or through management orders, therefore they understand the value of team work. The next role of a manager bringing about change is to create a team to effect the changes. When people work as a team, the synergistic model indicates that better organizational transformations can be achieved in a short period. In addition to that, team work enhances employee productivity and oneness of purpose in initiating change. The created team should incorporate people of various experiences and skills to ensure successful transformations. The next role is establishing a clear vision that clearly communicates to both management, organizational stakeholders, and employees the next level the organization will be transformed to. Each stakeholder is interested in the gains that could be made at personal and organizational levels. Stakeholders would like to understand if the transformation is worth their involvements and accruing benefits. In addition to that, employee should be made to focus their energies towards achieving organizational success in the transformation process. Another role is communication. A well experienced and sanguine manager wanting to see the transformation process a success communicates the organization’s strategy in a language that stirs employee and stakeholder involvement in the change process. The manager establishes efficient communication networks through which feedback can be received and employee attitude and stakeholder behavior can be monitored and evaluated. Managers with unrivaled keenness of understanding know well that communication is a compo