Moving forward without this support will only amplify the investment and the difficulty. The change management process mostly focuses on performance and outcome; however, the most important aspect is the attitudes and behaviors of the employees. They can be major obstacles to innovation and change. Constant communication is imperative to successful change.
Revolutionary change is essential as ever so often it is the one thing that can keep a company in business. Evolutionary change is vital as it adjusts what they do for the desires of people and doing this maintains the industry. Change is fundamental to the continued existence of a company and based on history there are numerous illustrations showing that organizations are no longer operational because of the failure to change. Seeing as the world is incessantly evolving, agencies ought to acclimatize or else they will become outmoded. Some motives that imply the need for organizational change are new expertise and competencies are mandatory for organizations to achieve existing or future operational requirements; technology and modernization are
As what Reese have cited during the interview, any alteration in the staff’s usual practice is most likely to be perceived as a threat. Change is difficult but leading and implementing a change is even harder. According to Paton and McCalman (2008), learning how to implement change is a major skill that everyone desires to have but not everyone has it and that learning to live with change is a major means of survival. Change is not just something that one will simply carry out and get it done with. It requires good management and intrapersonal skills.
Patricof's focus was not on results or productive feedback from employees. He felt that style and a tolatarian approach to personnel management was best suited for this total quality (TQ) training program. Other barriers Smithers faced was the possibility that employee expectations on the success of this new program may be too high given previous attempts to change Sigtek?s differing engineering and manufacturing corporate culture. It would be difficult to unite these two internal organizations. The major drivers to the success of the TQ program was that Sigtek was in desperate need of a change in its processes or face the risk of going out of business.
The upper management recently realized that CrysTel has the need to bring more products and services into its portfolio. That means that everybody who works for the company needs to be good at analyzing the best way to change, implementing a change, and sustaining the change. It also means that CrysTel employees need to change with the organization. In order for all of the employees to be good at the constant change that will be happening and be as dynamic as they need to be, they have to have good and dynamic leaders and managers to aid in the effort. Without the support from above, the employees will probably lose focus and the desire to see the company succeed (Miller et al, 2004).
An organization is expected to implement changes since the organization must prioritize and understand the overall benefits as a result of the change. Organizational change is stressful for employees and the organization (Spector, B. 2010). Management and the staff should collaborate to ensure the changes within the organization operate smoothly. In regards to resistance, it is impossible for an organization to satisfy all of its employees however, the company can take the necessary steps to accommodate the employees such as offering a bonus or extra vacation time.
Change in fact opens one eyes to new opportunities, makes one overcome personal fear, and most importantly makes ... ... middle of paper ... ...orks and so forth. The organization will require enormous amount of commitment in this phase or stage. The organization will do more work and earn less money in this stage.The organization will show consistency to customers to prove them that whenever customers place an order, the organization deliver the order in time. In the next stage of development the organization will strive to move forward as a result of hard work the organization had put into its operations in the early stages.Unlike the previous stage, in this one the organization will develop a more dynamic way of way to handle things.The organization will encounter less hardships and more result in this phase. As the organization had grown bigger , they will be faced with noticeable competition, this competition can be looked at and sized as an opportunity to start a joint venture with competitors.
This enhances the fact that the leaders need to upgrade themselves as per the requirements of the organizations. As the business environment in the present time is much volatile in context, the leaders may have to face difficult situations at many times. This will lead to the betterment of their skill improvements. The self-awareness is one of the most important but least focused competencies for leadership (Thorn, 2012). Self-awareness is the process by which the leaders learn in what conditions they are good at managing and which things they have to still learn.
Urgency and building a strong guiding team are important, but can’t work alone without a clear and concise vision. Getting the vision right is the most important of all the steps. Kotter states that “the guiding team develops the right vision and strategy for the change effort” (p.6). Kotter also noted that “Far too often, guiding teams either set no clear direction or embrace visions that are not sensible” (p.62). You can’t just start making sporadic changes to your organization without knowing what the issues are, and how you’re going to fix them.
Introduction Organisational change happens when a company desire to make a move from its current state to some desired future state. Although many organisations and their leaders desire lasting, meaningful change, few are capable of achieving it. A combination of a complex set of skills is required to make the change happen successfully. ‘’The study of change is subservient to the proliferation of academic theories and practical solutions, many of which claims to possess the organisational change panacea and yet frequently are at odds.’’ (Donaldson, 1995). Change is constant - Benjamin Disraeli.