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Essay on managing organizational change
Essay on managing organizational change
Concepts of organisational change
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Changing can be very difficult to handle, even for the best employee. Many times individuals would like to just stick to what works, and some organizations are unwilling to accept the change even when the organization believes it might have a positive impact on the overall good of the organization (Mayhew, 2014). However, the one consistent thing in life is the fact it continues to change (Mayhew, 2014). Engaging employees in the change process is a skill many leaders need to learn to utilize, while another talent is being able to know where the organization is in the change process by benchmarking.
Tactics that can be used to engage employees in the change process
David Zinger, the founder of the employee engagement network, edited a book entitled The Employee Engagement Network Top Tens of Employee Engagement (Forsyth, 2010). The recommendations to keep employees engaged during the change process included: Planning ahead, know where the organization is going, give the employees something to rally behind, set the tone for the stakeholders ( it is alright to let the stakeholders know when one is uncertain and when one is onboard with the changes, but needs to be done in a positive manner), acknowledge the loss (change involves leaving the old and accepting the new), show the stakeholders the benefits for them (everyone wants to know what is it in for them when things are occuring), inclusion is key for the stakeholders (value their input), allow the stakeholders freedom to understand the new framework and find their path (allow time for adjustments to occur and be accepted), allow for problem solving and celebrations of the successes (when individuals feel like they are able to solve the problems, understand the process o...
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Benjamin, T. (2014). How to Use Benchmarking Techniques Effectively. Retrieved from Chron.com: http://smallbusiness.chron.com/use-benchmarking-techniques-effectively-13083.html
Forsyth, L. (2010). Ch-ch-changes! Ten Tips for Keeping Employees Engaged During Change. (D. Zinger, Ed.) Retrieved from The Top Tens of Employee Engagement: Hundreds of Brilliant Engagement Ideas: http://www.davidzinger.com/wp-content/uploads/Top-Tens-of-Employee-Engagement.pdf
Mayhew, R. (2014). How to Deal With Organizations That Are Unwilling to Change. Retrieved from Chron.com: http://work.chron.com/deal-organizations-unwilling-change-5580.html
Woodward, S., & Hendry, C. (2004). Leading and coping with change. Journal Of Change Management, 4(2), 155-183. doi:10.1080/1469701042000221687
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.
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.
We need to embrace change by having an individual take a leadership role. There can be more than one leader, but at least one person has to realize change is needed for the better and success of others. Another way to embrace change is by bringing the ...
The 7 Levels of Change provides a different way of thinking to enhance behaviors and processes. The author demonstrates throughout the book a seven process of change that builds upon the next. He believes that by thinking differently, being creative and stepping out of the norm is the catalyst to solutions and results beyond one’s expectations. Although the author uses the analogy of a new work environment to expound on the level of changes, the fundamentals can be used in both your personal and professional life.
Kegan, R. & L. Laskow Lahey. (2009). Immunity to Change: How to overcome it and unlock potential in yourself and your organization. Boston, MA: Harvard Business Press.
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
Change usually comes with resistance in any workplace because change disrupts the employees’ sense of safety and control (Lewis, 2012). Kurt Lewin (1951) created a three step process for assisting employees with organizational Change (Lewis, 2012). The three stages are Unfreeze, Change and Refreeze. These are the steps to a smooth transition for change within organizations. Further, these steps are not possible without good communication from upper Management through line staff. Communication was consistently listed as an issue in surveys conducted by the department.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). Boston, MA: McGraw Hill
Kotter, JP 1995, Leading change: why transformation efforts fail. In Harvard Business Review on Change, Harvard Business School Press, Boston.
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.
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...
Middlebrook, B., Caruth, D., & Frank, R. (1984, Summer 85). Overcoming Resistance to Change. Management Journal, 50(3), pp. 23.
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
Transformational leaders and managers who have strong lines of open communication with their employees have been shown to lessen stress and resistance during organisational change (Nging & Yazdanifard, 2015). Heckelman (2017) outlines four tools that best equip managers for dealing with organisational change: