Organizational Change
Organizations today are going through constant change brought about by
competition, economics, business innovation and a realization that
remaining stagnant may mean organizational death. As the business
environment increases in complexity and changes rapidly, organization
and management consequently experiences significant transformation to
cope with these changes. On a micro level (company level), these
changes would include the transformation of the internal corporate
culture as well as enhancements in the management of human resources
in response to increasing workplace diversity and the evolving needs
of the workforce. Therefore, the ability to change is an important
part of the organization's business environment while the ability to
help it adapt to change is equally a critical business challenge for
the leadership.
Change is imperative
Organizations can't escape change. So what is change? - It is
adjustments, transformations, transitions, and revolutions which is a
never-ending cycle of birth, growth and death (Topping, 2002). Change
disrupts everyone's life; the only question is for how long.
Leader - the change agent
When an organisation is at the crossroad of change, it is in the
crisis stage. DuBrin (1989) defined crisis as a turning point for
better or worse, or a situation that has reached a critical phase.
When a company is in a crisis, it requires decisive and bold
leadership to identify, isolate and manage the crisis (Topping, 2002).
Leadership now requires very different behaviour from the leadership
tradition that we were used to. It requires leaders who are able to
speak to...
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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.
Our change situation will be replacing workers by increasing machines and bringing out new technology. As these days it was very difficult to hire the employees with professional skills, they made some changes in the workplace. As the manpower will also take on a major part in increasing production by operating machines, they have broken in that experiment. In this difficult business environment, leaders should be able to discharge their functions in such a way that they provide the proper guidance to fill in their goals. To treat this kind of situations, these are the most important things we should look at. (James.k, 1967)
Organizations are preserved by change and constant renewal; otherwise, they will stagnate and die (Marquis & Huston, 2015). Leading change can be one of the most challenging tasks for a leader. Many times attempts at change fail because the person trying to implement the change was ill prepared to deal with resistance and used an unstructured
Organizations are experiencing a rapid transformation in the environment, which has caused them to reevaluate how they do business. Economic changes, globalization, and expansions in technology have warranted the need to adapt quickly to changes in the environment (Schneider, 2002). Organizational leadership has three general components: setting the direction for the organization, organizational performance, and change management (Johnson, 2011). It is critical for organizations to position themselves in this competitive market for success.
Change is something that is necessary for the survival of a company, but can sometimes be difficult to instate. That is what is discussed in the book A Sense of Urgency by John Kotter. The central theme of this book is leadership, and how it is required to initiate change.
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...
The consultant should develop scenarios showing what could happen to the company if the change is not implemented, and examine opportunities that could be exploited.
Organizational changes are constant in both the public and private sector. Some changes are small and easily managed and others are large scale vision changes. With organization-wide changes, such as a redirection in the organizations vision, strong creative leaders are needed to ensure the vision is sold to the employees and that the change is implemented smoothly. The Virginia Department of Corrections (VADOC) has recently changed visions to strengthen the way we create long term public safety. This change in mission and vision statements was a smooth process but has not been implemented without its share of issues.
“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).
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 is inevitable within organizations. From the beginning of organizations, there has been changes. From the beginning of towns, wars, and businesses, individuals have seen reasons and the purpose in changing parts or whole organizations to make them better and more efficient (Sutevski, 2014). Many factors, leadership styles, and data go into the creation of the organizational change.
When organizational change proves necessary, all people at all levels of the organization should address change as a “how,” “what,” and “why” problem in order for the change to be sustained over time.
In the article “Working to Transform Your Organization”, the issue of tackling an organization’s needed changes amongst a bureaucratic national system is a difficult one. Fortunately, they become very attainable if certain steps are taken. These outlined concepts when combined with an opportune situation yield a positive result, it seems, when associations are no longer relevant or efficient. The Department of Defense, the Federal Emergency Management Agency (FEMA), National Aeronautics and Space Administration, and the Veteran Health Administration were all examined. It was determined within their case studies that eight common lessons emerged among them. These lessons are proven that when implemented, they have the opportunity to make the pertinent modifications to bring the largest organizations in line with their purpose. These ideas could be used on an organization such as the National Association for the Advancement of Colored People, otherwise known as the NAACP.
The ideal approach to creating change in any organization is to apply a realistic and deductive method of planned change. Within the realm of planned change, there is an eight-step process to implementing a program. However, there are four elements that are fundamental to any plan of action that will allow for an environment conducive to planned change. Planned change requires that those responsible for making decisions are not only rational, but must also have access to specific information pertaining to the plan, as well as the lack of constraints on time and resources (Stojkovic et al., 2008). The four key elements of planned change help to guarantee success in reaching a rational approach to important changes.