Workplace transformation is necessary to help a company continue to be successful and grow in the future. The company I work for is currently going through a massive transformation and re-organization. The goal of the transformation is to become more efficient by reducing redundancies and also be able to better serve our customers through specialized centers of excellence. This will also enable us to move quicker in terms of delivering new and improved products at a faster pace than ever before. The biggest pain point in any company transformation and re-organization is the effect on the employees who are impacted the most, often in the form of layoffs, or job description changes, which require the employee to re-apply for their own job, albeit a new role and title. I try to keep an open mind about this, especially since the reason I was able to join the company in the first place was as a result of open positions due to a previous transformation that the company went through nearly four years ago. So while the loss of good employees is inevitable, there is also opportunity to see an influx of new talent throughout the company, which is exciting. The hardest part of the transformation, for me, is seeing someone you have worked with for years lose his or her job. It is very difficult watching very talented individuals being offered severance packages and having their jobs eliminated. It also makes doing your day-to-day job a bit more difficult as well. You might normally lean on someone for help to get a particular task done, but all of the sudden, they are no longer available to help, or if they are still there, you have to be cognizant of their situation and make sure you are showing the proper empathy for their current situati... ... middle of paper ... ...-organization. There is a strong focus on pushing the urgency to implement changes quickly. The changes the company is making will help us to roll out new products and services faster than ever before because of the improved efficiency. The reduced redundancies’ will not only help to cut costs, but also allow for better customer experiences because it enables new specialized centers of excellence that will allow our talent level to be much greater than it is today. Works Cited Isern, J., Meaney, M., & Wilson, S. (2009, April). Corporate transformation under pressure. Retrieved from http://www.mckinsey.com/insights/organization/corporate_transformation_under_pressure Kahn, S. (n.d.). Business transformation: Reinvent to succeed. Retrieved from http://www.microagility.com/wp-content/themes/microagility/insight_pdfs/Business_Transformation_ Reinvent_to_Succeed.pdf
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
In his book, Leading Change, Dr. John P. Kotter communicates why organizations fail or succeed based on ten years of conducting research on more than 100 companies to see what contributed to their successful transformations and what hindered those transformations. “In October 2001 Business Week magazine reported a survey they conducted of 504 enterprises that rated Professor Kotter the number one “leading guru” in America.” The two significant aspects I took from this book were the reasons why change initiatives fail and an eight-stage process to lead the organization through a successful transformation.
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,
Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). Boston, MA: McGraw Hill
Kotter, JP 1995, Leading change: why transformation efforts fail. In Harvard Business Review on Change, Harvard Business School Press, Boston.
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.
The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.
Kotter, J. P. (2007). ‘Leading change: Why transformation efforts fail’. Harvard Business Review, January: 96-103.
Osterman P (1994), ‘How Common is Workplace Transformation and How can we Explain who Adopts it? Results from a National Survey’, Industrial and Labor Relations Review,47.
Not only the type of the work employees are required to do changes, place, method, and environment of the work is also subject to transformation. With high turnover being common characteristic among modern organizations, people have to work in teams each time composed of different people.
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 ...
Implementing change in the workplace is a dynamic process. Although change itself can be controlled and limited to some degree, innovation is substantially even more dynamic. This dynamic, unpredictable process introduces vulnerability, which can lead to employee frustration. Just as the scenario addresses, many individuals become motivated at the thought of change and innovation; however, the change does not occur due to resistance or other obstacles. Much of this resistance arises from the unpredictability and vulnerability of the process. Managers must be able to prevent or manage resistance by using tools and strategies to smooth the process.
The first thing I must ask myself is how am I going to accomplish adapting to change? It’s very simple but it’s something that I need to work on. I need to learn how get outside of my comfort zone. As of know I work in a stable work environment, where everyone is happy and rarely
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.
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: