Best manage change initiate from external that through technological advances, social media and economic pressures. Besides, change can be internal as some issues of management responsible such as changing consumer’s needs, human resource and employee’s’ performance. All issues can affect from a small area to the entire organisation. Change can be a time period of seeking opportunity for some or a loss and threat for others. The difference between surviving and thriving in a workplace and surrounding environment responses the management change. Change is an essential to any organisation whatever it is in form of public or private. All organisations must change to remain pertinent. Nonetheless, all changes from internal and external or large …show more content…
Different type of change involve different reasons, influences and …show more content…
A perfect leadership is crucial to establish a positive cultural change. Leaders who build trusting environments, communicate effectively, are consistent in their behaviours, and role-model desired behaviours, create sustained positive cultural change. Culture transformation not only advance leadership skill but also encourage the working incentive of employees. The advantages of culture change are physically and psychologically. Employee are proud and enjoy to work for a positive organization, rather than focus on the pervious culture of an organization and leadership team. They will share their experience with their families and friends after work happily and satisfy. All benefit result in improving productivity, enhancing the brand of organization, reducing the costs of turnover. Conversely, the nature instinct of human rejects changes of any sort, even if the change will have long run advantages. Hence, negative mindsets such as fear and anxiety are resulted in worker’s brains. Workers will wonder about the power, job security and new source under the new rules. And so, manager’s job is to assess the problem and implement strategies to the organization for a recovery (Johansson,
With this mindset in place change can happen without any problems. Having transformational leaders being viewed as change agents, the culture within an organization should transform smoothly. Effective leadership is enhanced when leaders can inspire their followers to accept change by communicating a compelling vision of the future and motivating willingness to work in the new manner (Jones & Rudd, 2008).
Change is the only constant in life. And therefore it should be understood as part of a continuing work in progress that calls for a much broader canvas that seeks out competing voices, and works with the resulting ambiguities, contradictions and tensions of messy reality (Graetz, F. & Smith, A., 2010). In this submission I try to show that organizational change is majorly based on the environment surrounding it much more than the desire of the members or change agents working in that organization. This view diverts from that of Lippitt, (1958) who suggests that implementing planned organizational changes successfully depends on premeditated interventions intended to modify the functioning of an organization. It also diverts from the traditional approaches to organizational change that generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition (Collis, 1998). In this discussion therefore, comparison made between the different philosophies of change and I try to show that successful change implantation largely depends on an organizations appreciation of what goes on around it rather than what they have planned as a strategic direction.
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.
There was a study conducted by researchers to understand the contextual relationship of transformational leadership such as the impact on socialization, the leader’s impressions on both subordinates and their organizations, as well as operative collaborative setting along with bearing of particular characteristics of behavior in regards to performance. Some transformational leaders are asked to display certain behaviors while conducting all task. Being committed to change is an absolute requirement combined with the ability to recognize ground-breaking change while maintaining substantial power while enacting on change. This type of leader including managers have an incredible hindsight about their employees conduct in which this provides a greater benefit to the organization as it relates to leadership ability. As a result there is a certain level of behavioral integrity that can be gathered by this contact with other staff members. It has been proven that if you have great leaders combined with exceptional administration practices and finally employee
Why do organizations change? With time goes by, rapid development of science and technology had led us to a world full of competitions. Change and stay alert to keep up with the current trend is essential asset to survive in this aggressive global economy. As the framework indicated by Pettigrew, there are two key context factors makes a great deal of effects on the reason for companies to change. Those are outer context and Inner context. Outer context could refer to the surrounding environment around the firm and the global economics status, etc. Inner context could be downsizing, restructuring the Gestalt, or the problem with coherent design archetype. Under the stress of the outer and inner context, forces or triggers will bring out the revolution. Change can be seen in a short term way and also in a long term way. Short term change could be a sudden, discontinuous and frame-breaking rupture which has an impact on the whole organisation, or new forms of management ad structure of the firm itself, or the breakthrough created by the major innovations or even can refers to the impact of new product and new market opportunities. Normally, financial crisis will be an initiative as a trigger to revolution. At first of the revolution, there would probably already has small changes in normal management and structure. As a long term way to apply the change, change agents are needed to do an ongoing, continuous and gradual progression or give some simpler initiatives such as improvements to existing products and product range.
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 ...
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...
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
...l man who enables others to think and do in his way (role model) and his employees work him for unconditional loyalty (e.g. his PA), also, adopt a fair system of rewards and punishments; however, as a leader sometimes he just needs some transformational styles which respect and communicate with followers equally rather than forced them to shut up rudely. As for organizational culture, the article obtains further understanding that some factors attribute to detect cultures existed in an organisation, communication system, for example. As a result, it can be identified that his culture not only can be classified as power but task. Moreover, due to the changeable outside environment, compounded and flexible cultures seems to be a better way for an organisation’s sustainable development. Therefore, leadership is tightly related to organizational culture.
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.
Force of change is a positive factor that an organization must put in place in order to drive and develop the entire organization’s environment. In this process of change more of resistance factors will try to hinder the change. The organization in this case experiences a repulsive force which absolutely adheres to reserve the existing ways of handling of issues. In the process the firm faces the competitive challenges from other organization and in meanwhile diseconomies of scale. Organizational change process is the progression of a given institution, far from its present state and towards some desired prospects to propagate its performance effectiveness. The organization’s work strategy persistently changes for better. Afterwards, the members’ organization must acclimatize to organization’s forces of change in a bid to conserve its relevancy and effectiveness. Lewin’s force field theory of change serves as a convenient model in understanding the change process. The role of the organization leader is both intense and diverse. For the organization to propel in its management processes, the organization leader must adhere to his increasing responsibilities of change. The leader must be the primary catalyst to speed up the mechanism used to assure the members of positivity effect of change and the expected period of its existence.
change management is also called change control, it is an approach to use process, planning, and technique to changeover a group or an organization to show the future state and also achieve the demand of business outcome.（Rune Todnem， 2007）.The meaning of change management which is when an organization grow slowly，and there are cause some internal problem，but it hard to change the business environment，the organization have to work out a change strategy，to adjust and improve internal hierarchy，workflow and enterprise culture，to help the organization transitions well，the key of organization change is management change，however，the success of organization change is come from management change，the change could not make sure the 100% success rate, even lower that makes people often scared and believe” change probably will failed, but not change absolutely will be failed, so realize how to change is important than why need change and change what.
Transformational leaders are needed to transform low performing organizations to acceptable to high performance. At other times, the leader is expected to move an organization from a crisis. In order to accomplish these tasks, the leader must overhaul the organization culture or subculture. This task is accomplished by nine ways of transforming others: 1. Raise others awareness. The leader makes others aware of the rewards and how to achieve them, i.e. pride in the job or financial incentives. 2. Help others look beyond self-interest. The transformational leader helps others to look at the “big picture” by describing an entire scenario, i.e. if we hire more employees to do x, we will have to make cuts in other areas. 3. Help people find self-fulfillment. The leader helps others not to focus on minor satisfactions, i.e. getting a job done before the deadline ...
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.
It brought organisational culture to the performance of a company, which has become a critical topic in management department. In addition to organisational culture, organisations need to be aware and prepared for changes in the expanding workforce as business grows. Companies are faced with maximizing benefits as well as profits while minimizing negative factors that come from those changes. There is no one answer to the issue, but some of the guidelines are clear. Awareness of organisational culture, teamwork, individual performance, external environment adaptation, leadership, and measurement of organisational culture are key factors that lead a company to perform better.