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introduction/ conclusion of change management
introduction/ conclusion of change management
Describe underpinning theories of change management.
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When Peter & Sons Company decided to go after a new type of customer and with it a new type of contract, the company created a situation in which their strategy no long matched their systems and culture. With the previous model they had achieved solid strategic fit. Their organization was aligned with their strategy in terms of structure, systems, policies and culture. The company was attempting to diversity their customer base in which the US provided 90% of their revenue to include more large companies. When they did this they created a special strategy and business model of offering fixed-price contracts to serve this market. Unfortunately strategic fit requires more. Fitting their new business model into their existing culture led the …show more content…
This will start with a strong vision. The top management team will need to demonstrating leadership and remain focused on the vision of what they want to achieve. They will need to align their organizational systems and structures with strategy and the external environment. They need to do all of this while managing the potential for negative feelings of anxiety, fear, depression, sadness, fatigue or anger that often accompany change.
As we know there are 8 steps of change management:
1. Increase urgency: Peter & Sons Company needs a call to action. They need to get their employees to understand the seriousness of the situation. They are experiencing a slowdown in sales. They need to make this real for their employees so they understand the need for change. Using strong visuals will help. People respond more to well design data visualization than lists of numbers
2. Build a guiding team: Top management needs to identify a network of change agents or change champions. This team can not only help with change management, they can also help with the solutions. One way to get employees more on the side of change is to let them create the change. Explain the problem and let people help with the solution. The feeling of accomplishment from helping to solve the problem with help people to feel more positive about the change. During this step the company should
• Identify leaders in the organization
• Get emotional
…show more content…
Communicate for buy-in: Create a communication plan that confronts fear, distrust and pessimism. This step should focus on the key stakeholder question, "What 's in it for me?" Much of this communication will be one-on-one. The communication will be repetitive to make the change familiar. Team members should continually talk about the change so that the unfamiliar becomes the norm. It will be important to use the best communication practices: Listen actively and effectively, Use questions, probe ideas, Provide education to increase team 's knowledge, Set and manage expectations, Persuade, Motivate, Coach, Negotiate and Resolve conflict. One way to help people understand the change is to make sure they are really paying attention to the message. This can be accomplished by presenting the message in a number of different ways: stories, games, skits, and
Planning and leading the change: Vision leads to change. Unless there is adequate planning with clear delegation of task, change fails. According to Kotter’s 8-step change model, the leader needs to be aware and define the urgency of the change project and disseminate the urgency to recruit a team that is convenience of the need for the change. The vision of the change project needs to be clear to be understood making effective communication imperative. In any leadership there is always some kind of obstacle that is faced, there will be someone that will try to resist the change; it is the duty of the leader to find ways to check for barriers and remove the obstacle by empowering the team. It is always beneficial to have a short-term vision where the company can see the progress of the change as team build on to the long-term vision. And finally, it is imperative that the change in noticed by others in the day-to-day activity. A leader that plans in leading change will be successful if these steps are followed especially in a hospital setting where there is diverse group of people working towards a common
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.
The authors state that the leadership is vital for any change in an organization. Though, the key begins with Defining the Vision. Perhaps, the ability to implement them rapidly and efficiently for the best result in terms of values, cost and time which described under Mobilizing, Catalyzing, Steering and Delivering. Here is the list of ten keys to Successful change
By evaluating any barriers that could effect change, will help remove obstacles and assist leaders in executing the organization’s vision. At Cornerstone, our branch managers repeatedly make changes to current procedures; typically, we become frustrated and begin to resist this change. When we have a chance to communicate our frustration, we often get negative feedback and the issue never seems to be resolved. There are several solutions to removing any barriers or obstacles. First, if an organization can afford to hire a change management specialist their role would be to identify and deliver change accordingly. Second, evaluate your company’s organizational structure, job descriptions, performance appraisals, and compensation packages to ensure they align with the organization’s vision (Mindtools). Third, by identifying individuals that are resisting change leaders of an organization can detect any hidden needs or suggestions they may not
Leaders need to see more deeply into why it is so hard for our organizations to change, even when there is a genuine, collective desire to do so. More than just seeing why, leaders need to learn how to take action effectively to help our organizations actually become what they need and want to be.
In order to lead and be successful you have to be willing to embrace change. Myatt (2012) explained that “leadership demands fluidity, which requires the willingness to recognize the need for change, and finally, the ability to lead change”. Change needs to be recognized in every organization. Organizations must undergo change to subsist. Each area of an organization needs to be assessed to lead change properly. Lastly, the change process must be managed. It is demanding that change agents are arranged for success and not failure by providing them with the proper tools, talent, resources, responsibility and authority necessary for the job (Myatt, 2012).
Change is actually one of the things in life that can never be avoided, no matter how hard we try; it is the one constant in life. When it comes to organizations however, change can often be difficult, if not impossible, depending on a number of factors including employee receptiveness. There have been many studies completed on the cause of resistance to change. In Coch and French’s research study (1948) they asked two important questions surrounding resistance, “(1) Why do people resist change so strongly? and (2) What can be done to overcome this resistance?” Most change program experts will certainly name resistance to change as one of the largest obstructions to successfully executing change programs.
It is also identified that the behavior’s of the team members towards change has a great impact on the success of the planned their willingness to perform the new tasks to improve the delivery of care within the system and to ameliorate (Improve) the operational effiecency of the healthcare organizations (Wright, 2002). The success of the change will also depend on the management leadership to influence the attitudes and behavioural changes that are essential to the success of change (Ojo,
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,
Hayes (2014), encourages change managers to keep an open line of communication with employees. Although these ones may not agree or support the upcoming change, they value the information being given to them at the onset and may eventually tolerate or accept the change. Therefore, it is important for change managers to not only communicate with employees, but provide relevant information, as the quality of the communication is of the utmost importance.
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.
“Leading Change: Why Transformation Efforts Fail” is an article written by John P. Kotter in the Harvard Business Review, which outlines eight critical factors to help leaders successfully transform a business. Since leading requires the ability to influence other people to reach a goal, the leadership needs to take steps to cope with a new, more challenging global market environment. Kotter emphasizes the mistakes corporations make when implementing change and why those efforts create failure; therefore, it is essential that leaders learn to apply change effectively in order for it to be beneficial in the long-term (Kotter).
Remove barriers: If follow these steps and reach this point in the change process, and will discuss the vision and build the support of all levels of the organization. The Organization shall review the organizational structure, job descriptions, compensation and performance systems to ensure they are in line with this vision. Create urgency for change to occur, it is useful if the whole society really wants. Develop a sense of urgency about the need for change. This can help the company Alphabet Games spark of motivation to get things moving. It will help to identify potential threats, and develop scenarios showing what could happen in the future. It also examines
The transformation of a company requires hundreds, sometimes thousands of employees to adopt a new view of its future, a future they must regard as essential. Change management involves managing the process of achieving this future state. Change can be viewed from two vantage points, that of the people making the changes and that of the people experiencing the changes. In the top-down, or strategic viewpoint associated with management, the focus is on technical issues such as the investment required, the processes for implementing the change, how soon the change can be realized, and the outcome. In the bottom-up viewpoint of the employee, the focus is on what the change means to the ...
The first phase is introducing the change in an organization to the employee by justifying the change (Berube, 2012). Change in an organization is necessary to cope with the fast changing environment and meet the organization’s goal. The top-management is responsible to explain clearly the importance of change execute in an organization to the employee. It is necessary since there are some of experience employee is refuse to accept change and senses that change will lower their reputation and position in the working environment. As elaborated by Brown (2011), there will be criticized, ridicule and persecute in change towards any approaches used in introducing change of the organization. At this stage, la...