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Abstract for essay on concept and challenges of managing organizational change
Drivers of successful organizational change
Drivers of successful organizational change
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Stress During Organisational Change Organisational change can cause stress for employees at all levels of an organisation, one of the main causes of increased employee stress during organisational change is employees’ perception of organisational change as a threat; many employees feel that there may be a threat to their job security, their status, or their ability to achieve if the conditions of their work are altered (Dahl, 2011). Employees may face changes in their written contracts and also in their implicit psychological contracts during organisational change, the change to these unwritten contracts can result in increased stress due to feelings of anger or betrayal by employees as they feel that they no longer know what to expect from their employer (Robinson & Rousseau, 1994). In addition, if employees do not feel that the organisation acts in a fair and just way they are more likely to …show more content…
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: • Managers must first evaluate their personal reactions to the organisational change and how they can best accept this change. They must then ascertain the knowledge or training they may need to lead this change in the most successful manner. • Managers need to then evaluate the potential changes, both positive and negative, that this change may have with regard to their responsibilities in the organisation. • Managers are required to form a team that will be capable of leading the way during the organisational change and setting a positive
Organizational change presents a new and difficult challenge for leaders. Change creates a higher level of uncertainty for employees. During organizational change, employees face new pressures, priorities, and often new work roles. Symptoms of declining employee trust include anxiety, rising cynicism, declining confidence, satisfaction and loyalty. Employees who feel threatened, insecure or vulnerable can grow inhibited and reluctant to make decisions or take risks. Leaders may find employees “staying under the radar”, willing to contribute nothing rather than risk doing wrong.
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.
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,
Change affects more than just a program or a process within an organization, change affects employees, collecting data on employee’s readiness and willingness to accept a change will help leaders know if the organization is socially ready for change (Cole, Harris, and Bernerth, 2006). A change might be positive for an organization but if the employees who will be affect by the change are lost in the process then it could create a greater issue than not making the change. Leadership needs to communicate and inspire the employees to be positive toward the change, seeking to enhance their job satisfaction not make changes that will increase their desire to leave. This data is best collected early in the change initiative allowing leadership to properly cast the vision while addressing concerns. This requires leadership to create platforms for employees to engage in the change initiative freely (Ford, 2006). Employee attitudes can be measured through these dialogues providing leadership with necessary measureable data (Hughes, 2007).
“The timely and continuous adaptation of companies to the rapid changes that take place is the major precondition for survival and growth” (Halkos & Dimitrios, 2012, p. 101). Leaders have to encourage growth in the organization to ensure the company can handle rapid changes. However, change inherently brings about fear, but fear can be controlled by leaders. “Actively acknowledging that fear exists and letting the team know what measures are being taken will make them feel safe. If they feel safe, they will stay focused on their objectives” (Gleeson, 2015, para.
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.
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).
Each employee has a differing level of tolerance to change. Some may be able to adapt while others will be afraid and resist (Ferguson, 2004). Many people will be afraid and oppose change, or find it to be incompatible with their current job; they will often view it as a conflict. Three conditions help conflict arise, communication, structure and personal var...
Smissen, S.; Schalk, R.; Freese, C. (2013) Organizational change and the psychological contract – How change influences the perceived fulfillment of obligations, Journal of Organizational Change Management, 26(6), 1071-1090
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.
According to Lussier & Achua (2013), leaders believe in theory Y assume that given the right environment people are more willing to contribute to the organization’s success. This means that with proper planning, employees are more willing to accept the changes being implemented. Connelly (n.d.) mentioned that the change phase is the most crucial as employees are unsure or fearful. Therefore, creating the right env...
It is important to identify some of the problems an organization may have and go in and analyze them. There are many techniques that can be approached to help gain businesses people side of management like improving rapid response to customer service needs, low employee output, and costs. Change is not easy for some people, so making sure employees understand why change is needed helps people to become more aware and have the time to adjust or process those changes.
The idea of change is the most constant factor in business today and organisational change therefore plays a crucial role in this highly dynamic environment. It is defined as a company that is going through a transformation and is in a progressive step towards improving their existing capabilities. Organisational change is important as managers need to continue to commit and deliver today but must also think of changes that lie ahead tomorrow. This is a difficult task because management systems are design, and people are rewarded for stability. These two main factors will be discussed with reasons as to why organisational change is necessary for survival, but on the other hand why it is difficult to accomplish.
Therefore, high level of stress is a major challenge for managers to handle. A significant issue I have not addressed is that employees in both big and small companies are suffering from stress and pressure. According to two groups in my tutorial, they found that employees in both PG and DHL need to start work early and leave the office in the late hours, so they do not have enough time for other leisure activities and family commitments (group 2). Meanwhile, we all found that organizational change could be a significant issue in every industry. Organizational change occurs as a reaction to an ever-changing environment. This change can happen for several reasons, including financial concerns, a merger or acquisition, expanding markets, accommodating growth or a simple shift in business model. Whatever the reason, change is almost always difficult for employees. This increases difficulty of management on employee commitment, communication and job training, as leader behaviour is crucial during organizational change when leaders provide a vision of the change, give direct support to employees and model appropriate
...change and stress by soliciting input from managers and employees making it more likely to produce comprehensive stress management strategies that can target the organization as well as the individual for change (Murphy, 1995). The issues of individual resistance to change, the potential sources of stress and consequences of change and stress on an organization have been addressed in this paper. For all that has been written about change and the effects of change, there is still so much more to be learned (Longenecker & Fink, 2001; Washington & Hacker, 2005). Future studies would profit from the use of additional measures to cross-validate findings of the relationships among workplace stress and organizational change (Vakola & Nikolaou, 2005). One can only hope that future questions about organizational change and stress management can continued to be answered.