Organizational Cultural
Changes that occur within an organization do not occur on its own. Organizational change entails detailed management and planning. Organizational change does not occur overnight and resistance within the employees is inevitable. Having organized management who is prepared to provide leadership is imperative in providing solutions to the issues of resistance. Although resistance to change is inevitable, an organization must experience change in order to sustain changes, whether economical, technological, or financial. The success of an organization depends on how well the organization manages and responds to the change. It is imperative for an organization to involve the employees in the change since the employees
A business model describes the rationale of how your organization creates, delivers and captures worth. Your organization needs a business model concept that everybody understands; one that facilitates description and discussion. People need to start from the similar point, and talk about the same issue. Organizations use strategic alignment to perform an internal audit of their assets and how they affect the strategic plan. Investigate your operational decisions, using a scoring system to rate them for usefulness and reliability. Every year my organization conducts an employee performance review. However, they do not take the employees comments into consideration. A lot of the employees the current ones and past ones mentioned if they would take our comments into consideration the organization and/or the department would run smoother. Many of them felt that the performance review takes away from what they contribute to the company. There needs to be some sort of goals that is followed by all employees and just not certain employees. Strategic alignment measures the success of your strategic plan. Measurement methods vary, but each one aims to quantify how well your business decisions align with your strategies. The most common
An organization is expected to implement changes since the organization must prioritize and understand the overall benefits as a result of the change. Organizational change is stressful for employees and the organization (Spector, B. 2010). Management and the staff should collaborate to ensure the changes within the organization operate smoothly. In regards to resistance, it is impossible for an organization to satisfy all of its employees however, the company can take the necessary steps to accommodate the employees such as offering a bonus or extra vacation time. Management should also be prepared to respond to pertinent questions and reactions to the changes or the company. By explaining the importance of the change and the commitment level, the employees will realize organizational change is necessary and pertinent to the success of the
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).
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,
An organization goes through many barriers when implementing changes to restructure the daily routines when the foundation is surrounded by a person in charge changing on a recurring basis. Let's take a look at a variety of levels a company endure when making changes to shaping and anticipating the future of an organization. The company will need to assess their weaknesses and strengths to possibly move into opportunities to improve the mission and goals while an organization goes through changes. The next level is to define the mission with expectations by attempting to create a strategic plan to put into action when making changes in an organization. And then, the company move into implementing the plan to reorganize the goals to substantially fulfill or work toward productivity, customer service, effectiveness, and the quality of work of a specific organization. Finally, the last stage is working toward changing the process. It will best to take small steps into getting employees accumulated to changes in order for it to focus on the less important changes to existing and future work processes. Ultimately, the goal must be measureable to determine if the changes will be useful or counterproductive and the best way to test the method is through a plan or strategies because they look at the how, which is very similar to the goal and evaluate what will transpire in the course of each level. The goals are sought by taking advantage of the moment in time before the opportunity passes by. Also, can the goal be attainable, realistic, a step by step action and come to the conclusion of observable results that can be accomplished through the many changes an organi...
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.
Organisational change has been defined as ‘the process of continually renewing an organization’s direction, structure, and capabilities to serve the ever-changing needs of external and internal customers’ (Moran and Brightman, 2001: 111). In order to survive in the era of rapid economic, companies will need to change. Instead of being simple and explicit, organisational change is complex, conceptual and continuous. As Pettigrew mentioned, “Empirically and theoretically, change and continuity need one another” (Pettigrew, 1987). Furthermore, based on Pettigrew’s research, change is best viewed as an emergent process (Pettigrew, 1985). There are many evidences throughout the years in which organizations implement changes as an ongoing process, rather than a one-time transformation.
As society changes, so does the need for organizations to change in an effort to maintain stability and relevance. Some variables of resistance to change are affective, cognitive, and behavioral. The role of resistance to change may test an organizations’ commitment to change, as well as the motivation of employees. Fear of failure appears to be a primary cause for resistance, particularly when such fear spreads among employees. Resistance to change is manageable when an organization is cognizant of the motivation behind the resistance. Finally, resistance to change along with the ability to overcome resistance is demonstrated in the example of personal experience.
Prevention of resistance is most effective when implementing change. Preventing the weight of inertia in a workplace allows the change to happen in a timely manner with minimal problems. As Lee (2004) emphasizes, leaders have the ability to effect change and performance. If someone is accountable for outcomes and poor habits, outcomes will improve. The manager must show a caring attitude over the process of change and welcome any positive innovation. This caring attitude will become contagious to the employees working under him and become a priority to them as well. Approaching the change in an accepting, open-minded manner can decrease the vulnerability and frustration associated with change. How the change is presented can make the biggest difference in the outcome of the change. The manager must show that blaming will be avoided at all costs. One will only ask why, not who, to avoid the feeling of belittlement. This can allow employees to become comfortable with voicing their opinions and mistakes, which can allow an even greater range of improvement. The manager must also encourage...
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 is a constant and ingoing process in an organization. Change can be defined as one of the many characteristics of organization development. The change efforts are based on the analysis of particular problems and their purpose is to attain specific goals. Change is not an easy thing to implement and anticipate. It is a difficult and a challenging process; therefore the management has to take certain steps in order to prepare them for antedating the change in business environment. The senior management can prepare themselves for a change through studying and researching about change, by having a sound awareness about the change process and by understanding the necessity of change and by being mentally tough about the change process. All in all, a constant change is ...
Change categorised by scale has four main characteristics: fine-tuning, incremental adjustment, modular transformation, and corporate transformation (Dunphy and Stace, 1993). If organisational changes described as an ongoing process to match its structure, people, strategy, and processes, it is called fine-tuning (senior, 2002). Generally, fine-tuning shows up at a departmental or divisional level of the organisation. According to Dunphy and Stace (1993), the purpose of fine-tuning is to develop personnel fit for the present organisational strategy, link mechanism, create specialist units, and refine policies and procedures (Todnem, 2005).
During the organizational change, it was very common to find management and direct-line supervisor showing more commitment for the change and less support for the employees. Thus, the many of the employees were experiencing a high level of uncertainty, stress, and anxiety awaiting to hear how the change would impact their roles. Additionally, with many leadership and management roles in jeopardy the not much of attention was being given to the employees. It was evident to the employees when management was attending meetings or scheduled conference calls regarding the meetings regarding the organizational change.
Organisational change is not a short-term process, it requires great amount of patience to feel the process of change. Challenge is to cope with uncertain behaviours that can result in the failure of entire process. If organisation targets low-cost and short-term it can create short-term wins. Conspicuous performance improvement changes the mind-set of people. During the change process, NADRA gave more emphasis on short-term corporate goals. Initially more focus was given to the software development and software integration; later on the focus has expanded to provide technology solutions to other countries. Now NADRA is offering wide range of solutions for domestic as well as international market including Multi- Biometric e-Passport, Automated Border Control, Integrated Solution for Multi-Biometric Identity Cards, Vehicle Monitoring and Identification System, Electronic Point of Sale System, Facial Access Control System, RFID Driving License, Machine Readable Seafarer Identity Document, Biometric Identification & Payment Solutions etc. NADRA has become the Asian leader for providing identity-based multi-biometric technology solutions.
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 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.
The employee reflects change in an organization as a shift of role, responsibilities and skill. However, in an organizational level its refers change as a framework structure around the changing needs and capability of an organization to perform. Both employee and organization’s perception of change are needed to ensure the change is successful. Brown (2011) reported that “the role of change as a corrective action often affect patterns of work or values, and in consequence meet with resistance” (p. 144). Once an organization and its member decide to conduct a change program, they intensify the forces that driving the change. The life cycle of employee’s resistance is necessary in accomplishing change in an organization. There are five important phases in a life cycle of employee resistance to change in an organization, namely introduce the change, forces of change emerge, direct conflict happens in an organization, residual resistance appear in an organization and lastly, establish the change. (refer to Figure 1 in Appendix 1).