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Effects of motivation on an organization
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Essay on organizational change and motivation
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Change can happen in both our personal and professional lives. In professional organizations change is a necessity if they wish to remain competitive. Banker (2012) wrote "organizational change is essential for short term competitiveness and long-term survival" (p. 63). I work for public sector organization and over the last year a new leader has been trying to change the organization. He has not been completely successful as he is not looking at lessons learned from other companies. Among those lessons are looking to the past when changes were promised, failure to communicate with the line level employees and managing the politics, especially with the supervisors who were supposed to be implementing the change. Even with the current failure of the change these lessons can be applied to future changes I might be involved in. We are looking to promote individuals at the end of the year and they will take over managing future change as new supervisors.
I began working at my current job in 2006. At that time I was introduced to the top manager of our department and he remained until the middle of last year. The former leader would not listen to employees and believed that no information was valid unless it came from a supervisor or above. Over the years this has left employees upset and believing that they have no input or say in the direction our department takes. Last year a new senior manager was put in charge of the day-to-day operation of our department. This new leader had worked under the old manager and knew that changes were needed if our department was to grow and become successful again.
Our new manager had seen the dysfunction and low morale that the previous leader had caused with his policies and way of running the day-...
... middle of paper ...
...se these lessons, should I be promoted in the future, to address these items and move forward helping my department successfully change.
Works Cited
Banker, D. (2012). Organizational change: Pragmatic approaches to organizational change management. Amity Global Business Review, 7, 63-67.
Carter, T. (2007). Strategic and societal consequences of managers empowering employees: Global data telecom and customer advisory boards. Journal of Telecommunications Management, 1(4), 362-373.
Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach. (2nd ed.). New York, NY: McGraw-Hill.
Weeks, W., Roberts, J., Chonko, L., & Jones, E. (2004). Organizational readiness for change, individual fear of change, and sales manager performance: An empirical investigation. . Journal of Personal Selling & Sales Management, 24(1), 7-17.
Palmer, I., Dunford, R., & Akin, G. (2009). Managing Organizational Change: A Multiple Perspectives Approach (2nd ed.). New York, N.Y, USA: McGraw-Hill/Irwin.
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). Boston, MA: McGraw Hill
Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
Hughes, M 2006, 'Strategic change', in M Hughes (ed.), Change management: a critical perspective, Chartered Institute of Personnel and Development, London, pp. 52-63.
When organizational change proves necessary, all people at all levels of the organization should address change as a “how,” “what,” and “why” problem in order for the change to be sustained over time.
Change in an organization occurs when an organization identifies an area of where necessary change must be undertaken, examines it thoroughly and adapts to it. This may lead to gaps where employees may not adapt to a certain change and therefore it is important that an organization takes into considerati...
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
From information gathering and research, organizational change management is similar in a way that psychology explores people’s behaviors in the workplace by creating theories and set of principles to compliant with the o...
One of the first scholars to describe the process of organizational change was Lewin (1974). He described change as a three-stage process that consists of unfreezing, moving and freezing stage. During the unfreezing stage the organizations become motivated to change by some event or objective. The moving stage is like implementation when the organization actually makes the necessary change. Furthermore the freezing stage is reached when the change becomes permanent. Organizational change has also...
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