When in a competitive world, there are certain times when an organization has to make major decisions. An organization has three different paths they can opt to make when at the crossroads of deciding rather to change: they can opt to change, help their competitors change, or they can get out of the way and let their competitors take over (Bradt, 2014). Those who opt to do are usually noted as the cutting-edge leaders within their market, such as Bill Gates (Microsoft) and Peter Lewis (Progressive) (Bradt, 2014). Determine when to change and knowing when the organization is structurally ready to change is two main considerations for an organization, when it comes time to know which move would help the overall productivity of an organization.
Factors Used to Determine If Change Is Needed
Organizations must be strategic when it comes to determining when to change, stay, or get out of the way. Within the strategic moves, there are a number of factors that should be considered: commitment factor (engaging in and maintaining the attitude and behaviors to help others achieve the goals), empowerment factor (self-determination), mindset factor (problem solving capacity of the organization), and competitive intensity factor (competitive strength) (Hopkins, Mallette, & Hopkins, 2013). These factors can be broken down into two sets.
The first set of factors would be the commitment factor, self-determination factor, and empowerment factor (Hopkins, Mallette, & Hopkins, 2013). When entering into change, the organization needs to work together as a team to bring about the desired changes. There might be many different reasons why the organization wants to change, such as the desire to grow or the need to improve processes (Joseph, 2014). W...
... middle of paper ...
... Mallette, P., & Hopkins, S. A. (2013). PROPOSED FACTORS INFLUENCING STRATEGIC INERTIA/STRATEGIC RENEWAL IN ORGANIZATIONS. Academy Of Strategic Management Journal, 12(2), 77-94. Retrieved from http://library.gcu.edu:2048/login?url=http://search.ebscohost.com.library.gcu.edu:2048/login.aspx?direct=true&db=bth&AN=92630217&site=eds-live&scope=site
Joseph, C. (2014). Factors That May Cause Change in an Organization. Retrieved from Chron.com: http://smallbusiness.chron.com/factors-may-cause-change-organization-203.html
Stringer, K. (2014). How to Determine Whether an Organization Needs to Change. Retrieved from ehow.com: http://www.ehow.com/how_8355675_determine-whether-organization-needs-change.html
Thompson, A. (2014). Indicators That an Organization Is Ready for Change. Retrieved from ehow.com: http://www.ehow.com/list_7339720_indicators-organization-ready-change.html
Leaders benefit from building a team to create and implement change, this is a key theme in the Kotter model of change. This teambuilding engages employees throughout the process. Allowing employees to be a part of the change process gives them the opportunity and trust to be creative moving toward the future (Cochrane, 2002). Leaders can create opportunity for employees and leaders to dialogue about the change, which can help troubleshoot the process. Leaders who engage employees throughout the organization from various levels of the organization will receive perspectives from the entire organization helping them make better-informed decisions. Employees want to be allowed the opportunity to help an organization they believe in, in a way that enhances the
Palmer, I., Dunford, R., & Akin, G (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York, NY: McGraw/Hill. ISBN: 978-0-07-340499-8
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
Change is an inevitable function of any organization and is something that employees and leaders alike are bound to face during their careers. According to Ivancevich et al (2011), how leaders are able to handle the task of change can determine the success or failure of an organization. As organizational leadership students, it is important for us to begin to develop and sharpen the necessary skills to innovate and adapt to change effectively. Leaders should be familiar with a variety of elements within the organization including an assessment of employee and leadership strengths, relationships, skill level and capability, level of support, and the types of resources readily available. Assessing these elements prior and during change, as well as evaluating the process after the fact, helps prepare organizations and leaders for future success. The Harvard School of Business’ interactive change management simulation, Change Management Simulation: Power and Influence V2 (2013), was a valuable assignment to help teach us about change from the standpoint of a mid-level management position at Spectrum, a sunglasses company, looking to adopt a new sustainability initiative.
Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). Boston, MA: McGraw Hill
...llenging to the organization is undeniable thus the organizations really have to come out with competitive transformation strategies so that they are strong enough to compete with their business competitors (Tonono, 2008).
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.
Organizations operate in a turbulent environment that forces them to change even against their will to do so. Every organization has a fair prediction of its future that is why they all spend time and resources to put in place strategic plans. More often they get challenged not to follow these plans because they fail to appreciate that change is a natural phenomenon which is intimately entwined with continuity and that change-continuity continuum is what defines organ...
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).
Organizational change affects all levels and individuals of the organization in question. Although a change effort can originate in any part of the organization, it will eventually require strategic effort from the top and buy-in from the bottom in order to be sustained.
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...
Robbins et al. (2011, p. 186), states ‘Change is an organizational reality and affects every part of a manager’s job’. Today’s wave of change primarily created by economic condition so change is now such a constant feature of organization life (Goodman, E. 2011, p.243). Organizations need to be changed at one point or another in structure, technology or people. These changes are defined as organizational change (Robbins et al. 2011, p.18). Organizational change is important because changes can increase effectiveness and efficiency, the innovation of products, services as well as dealing with changes in external and internal forces (Goodman, E. 2011, p.243). However, ‘the bottom line is that organizational change is difficult because management systems are design and people are rewarded for stability’ (Lawler, E.E. & Worley, C.G. 2006, p.11).
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).
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...