Managing Change in Organisation


Introduction


Change is often taken as an action towards improvement. People, needs change in order to cope with the changes present in the environment. And as an action, the most common type of change occurs typically in an organization. Through the years, the organizational change is described to be one of the key ways in order to provide the growth of the organization. In this paper, the center of discussion is about the organizational changes, the issues that associated with it, and the strategies that can be applied to be successful in changes.


Organizational Change and the Drivers for Change


Organizational change is defined as the process by which organizations reach the desired goals. Organizational change occurs when an organization restructures resources to increase the ability to create value and improve effectiveness. A declining company seeks ways to regain customers; a growing organization designs new products. A well-planned organizational change creates value for stakeholders.


In a business manner, the organizational change is about a significant change in the organization, such as reorganization or adding a major new product or service or adopting a new computer procedure, which are internal factors. However, the changes in the economy, the commitment towards the social responsibility, or the aim towards competitive advantage are the extrinsic factors that can drive the organization to transform or change.


 


The Managers’ Action and Objectives


There are two kinds of models that can be effective tools for the managerial change. The models for organizational change are presented as the basis on how to make the change in the management possible as the economic environment asks for change.


A: Lewin’s Change Management Model


Lewin’s Model for change which also called the Freezing Models has three phases; the Unfreeze, Transition, and the Refreezing. Unfreeze is where the problem should be thawed into pieces and needed to study each part. The transition steps in when the process is on-going to face the solution and transformation changes. And the last, the refreezing takes the place when the organization is already absorbing the new process. Kurt Lewin exampled this is the cube of ice; on how will you change the form of the cube of ice in to another type by not letting it evaporate.


B: Strategic Management Model


Many organizations undertake strategic planning. The implementation of strategic planning, when done in a systematic, cyclical and explicit approach, is strategic management. Strategic management is also one model for ensuring the success of a change effort. Simply put, strategic planning determines where an organization is going over the next year or more, how it’s going to get there and how it’ll know if it got there or not. The focus of a strategic plan is usually on the entire organization, while the focus of a business plan is usually on a particular product, service or program.


There are other techniques or approaches that can be used in the organizational change such as Action Research Model, Plan Do Check Act Model, and Mckinsey 7S Model. However, these techniques should be applied based on the organizational objectives and implemented as part of the strategic planning. The techniques are expected to affect the leadership, organizational culture, environment, and many other factors involving the organizational goals.


Effectiveness and Resistance


There are different overall types of organizational change, including planned versus unplanned, organization-wide versus change primarily to one part of the organization, incremental (slow, gradual change) versus transformational (radical, fundamental), etc. Knowing which types of change the business is doing helps all participants to retain scope and perspective during the many complexities and frequent frustrations during change. There are many effects and reactions towards the change and resistance is one of the top hindrances. It could be in the absenteeism, reducing of productivity, and loss of valued employees.


Extent of Change and Meeting the Objectives


The changes depend on the organizational plan of the organization. If the change the leaders anticipates involves the people, then the managers should provide appropriate programs like the training and development. Therefore, if one of the organizational objectives is to strengthen or enhance the performance of the workforce, then changes can be supervised by the Human Resource Management. The creation of new practices and skills is a sign that the objective is slow turning into reality. In the long-run the organization can realize the commitment of every employee that can be an asset to produce more profit.


Conclusion


Change allows an individual or an organization to discover the potentials for growth. In this way, the people receive the impact and thus, the organization should strengthen their communication to avoid losing such talents in the course of organizational change. 


References:


Change Management on Lewin’s Model [Online] Available at: http://changingminds.org/disciplines/change_management/lewin_change/lewin_change.htm [Accessed 24 September 2010].


Management Strategic Planning [Online] Available at: http://www.managementhelp.org/plan_dec/str_plan/str_plan.htm [Accessed 24 September 2010].


McNamara, C., (2008). Organizational Change and Development (includes the Field of Organization Development) [Online] Available at:  http://www.managementhelp.org/org_chng/org_chng.htm [Accessed 24 September 2010].


Systematic Reform (1994) People: The Most Important Element in Change, Perspectives on Personalizing Education. [Online] Available at: http://www.ed.gov/pubs/EdReformStudies/SysReforms/stiegel2.html [Accessed 24 September 2010].


 



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