Change, Challenge, and Management INTRODUCTION Few words can strike more fear into the heart of an individual than “change.” We are creatures of habit and feel most secure when we are doing what we know. But how are the three distinct words-‘Change’, ’Challenge’ and ‘Management’, connected? These words are interconnected and interdependent. Effective change management involves aligning all enterprise resources — physical assets, know-how, technology and people — simultaneously, but with a different intensity at the organizational, work group and individual levels. Yes, it is a challenge. This is the challenge of the modern enterprise: to be relevant in the context of its dynamic marketplace and to maintain that relevance even in the face of a dramatically changing environment and technological base. CHANGE AND MANAGEMENT “Change” as defined to have a dictionary meaning implies to cause to be different or undergo alteration or transformation from one state or phase to another. "Management" is defined as-to handle or direct with a degree of skill or address;to treat with care and to exercise executive, administrative and supervisory direction of Change Management is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. The current definition of Change Management includes both organizational change management processes and individual change management models, which together are used to manage the people side of change. The three dimensions of change are as follows: 1. Content-objectives, purpose and goals-WHAT 2. Process-implementation-HOW 3. Context-internal and external environment-WHERE Successful change is a result of the interaction between ... ... middle of paper ... ...d structuring your efforts accordingly, you can ensure the success of even the most complex changes within your organization. SUPPORTING EXAMPLE-JACK WELCH (GE)-“CHANGE BEFORE YOU HAVE TO” Jack Welch has been with the General Electric Company (GE) since 1960. Having taken GE with a market capitalization of about $12 billion,Jack Welch turned it into one of the largest and most admired companies in the world, with a market value of about $500 billion, when he stepped down as its CEO 20 years later, in 2000. Although Jack Welch is "the celebrated leader of a global manufacturer often noted for its technological prowess, he has utilized a very human process to drive change through GE's vast organization. Having respect for the individual as a pivotal force in organizational change, Welch created a model of exceptional performance every corporate leader can learn from.
Often times when one hears the word “change” in any aspect of life, they are often, put off, and intimidated by the word itself and the intended implication. This is a normal and understandable reaction for anyone engaging in any type of change. In terms of organizational change, this type of behavior often seen as, but is not limited to pushback, resistance, lack in productivity, turnover, drop in overall customer service, etc by team members. Thus, as organizational leaders, it is our responsibility to ensure that any change management implemented is smooth and has lasting benefits; by considering the impact on the organization as a whole and most importantly, the impact it will have on the team members within the
Change is never predictable, and does not follow specific steps in the models of change management. One needs to explore all models of change management, and find pieces useful to the organization allowing flexibility and not rigidly following a change model. The levels chosen are motivated by the approach to change, and the implementation of change will depend on the model used; however, basic steps are essential to both organizational and personal change.
The only constant in life is change. This statement is especially true within a business organization. Implementing change is a process and managers need to understand the various ways in which people react and respond to any changes made. Depending on how change is implemented, it can strengthen, weaken or stabilize a team or an organization. As managers, we must understand the dynamics of our team or organization and manage change effectively. I will explore two models of change. These two models, the Tuckman model and the Lewin model, focus on different aspects of change. Tuckman focused on team change and characteristics that a team exhibits during the change process while Lewin focus on initiating and guiding change within an organization. Although the focus of the models is on different aspects, both provide insight as to how a leader can provide support and assistance to the team or organization during the process (Cameron, 2012).
Change is something that presses us out of our comfort zone. Change is the only constant. It can happen in any sphere of life. But the most predominant of all changes is Change in the Organizations working methods.
Podmoroff (n.d.) describes “When you manage change effectively, you can move your organization into the new "business as usual" state swiftly, and you'll find that other people are quick to accept change”. Change management is frequently directed by a powerful change management model; this provides people with a foundation that can be used to comprehend the process and what is expected of them (Connelly, n.d.). Kurt Lewin’s theory...
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
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
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
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.
Organisations as machines, political systems, organisms, and flux and transformation are particularly common assumptions that are often used by managers, writers and consultants to make sense of how organizational change works. In reality most organizations use combinations of approaches to tackle change and not just one of the above, however these provide useful insights into the process of organizational change (Cameron and Green, 2012). This essay will try to make sense out of these assumptions to understand what organisational change is. By doing so, insights will be drawn on how organizational change can be managed and led.
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.
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.
Robbins et al. (2011, p. 186), states ‘Change is an organizational reality and affects every part of a manager’s job’. Today’s wave of change primarily created by economic condition so change is now such a constant feature of organization life (Goodman, E. 2011, p.243). Organizations need to be changed at one point or another in structure, technology or people. These changes are defined as organizational change (Robbins et al. 2011, p.18). Organizational change is important because changes can increase effectiveness and efficiency, the innovation of products, services as well as dealing with changes in external and internal forces (Goodman, E. 2011, p.243). However, ‘the bottom line is that organizational change is difficult because management systems are design and people are rewarded for stability’ (Lawler, E.E. & Worley, C.G. 2006, p.11).
Change Management is not impossibly difficult. It need detailed planning, including everyone affected, frequent interaction, accomplish a perspicuous target for the change and a method of measuring success, complete the plan, and strengthen the change once it is in place.