Change Management of Synergetic Solutions Inc.
Nowadays, business world change is an inevitable quality. It is necessary for all management of the companies to prepare for all upcoming technological advances, personnel and organizational changes. In order to minimize the impact of change, every employees need to brainstorm about what will be done tomorrow and the day after that.
Therefore, this assignment was made by using three main change management theories which are Theory of Lewin's, Theory of Catastrophe's, and Theory of Herzberg's.
There are many different forces that the organization faced from the change. Awareness of forces can assist managers to determine when an organization change should be implemented.
Internal Driver to Change
1. Stimulating the innovation. Synergetic Solution Inc. can lead to radical changes at the productivity--the combination of product, market and technology. Such innovations can provide the entry into new markets.
2. A sense of responsibility. Unusual or high-level of absenteeism and turnover represent forces for change (Kanter, 1991). Synergetic Solution Inc. must take the issues or working towards sustainable development into account since it can provide a strong incentive for implementation.
3. Cost Reduction/Profit Maximization. The strategy to minimize raw material consumption and energy usage in production and distribution should be applied to decrease costs.
External Drivers to Change
1. Synergetic Solution Inc. needs to improve product quality in terms of functionality, reliability, durability and repair-ability to address consumer concerns and enhance sales.
2. Need to improve skills level, knowledge level and competencies of employees by hiring specialists and...
... middle of paper ...
...iesheim, C. A. (1982, Apr). The Great High Consideration- High Initiating structure Leadership Myth :Evidence on its Generalizability. The Journal of School Psychology. Retrieved November 13, 2004, from Public Library.
Schuler, A. J. (2003). Overcoming Resistance to Change: Top Ten Reasons for Change Resistance. Resistance for Change. Retrieved November 13, 2004, from http://www.ajschuler.com/resistance_to_change.htmlop Ten Resons People Resist Change.
Smiley, M. A. (2001, Dec). Planned Change in Organizational Development. Retrieved November 12, 2004, from http://academic.emporia.edu/smithwil/001fmg456/eja/smiley.html#Theories%20of%20Planned.
Tedeschi, J.T., Bonoma, T.V., & Schlenker, B. R. (1972). Influence, Decision and Compliance. The Social Influence Processes. Retrieved November 13, 2004, from http://www.esc.edu/ESConline/across_esc/forumjournal.nsf/web+view.
The changes in our organization create new future states for how we operate. To reach those future states, individual employees have to do their jobs differently. The attainment of the organizational future state depends on the success of individuals reaching their own personal future states. Change management is the structured and intentional approach to enabling individual employees to adopt the changes required by projects and
Change is an inevitable part of life involving individuals and organizations. The purpose of this paper is to analyze a significant organizational change. The analysis will explore the change, the reason behind the change, key players, the timeframe, the outcomes, leadership strategies, mistakes made by key players and suggestions to alleviate the mistakes.
Change is inevitable and bound to happen in all aspects of life including business. Although change is important in an organization, it can also be seen as a strength and weakness. Effective leadership is about mastering change. One must be willing to change in order to grow and be successful. This paper will compare and contrast Kotter and Kurt Lewin step in their change management models. Furthermore, it will elaborate on the concepts and explain whether these methods can be used at the same time. In addition, this paper will include a Christian worldview of the information discussed and how it relates to the change management models.
One of the change models of Organizational Development was created by Kurt Lewin. It includes three phases: unfreeze, move or change, and refreeze (Lewin, 1951, 1958). Lewin’s model recognizes the impormance of changing the people in organization and the role of top management involvement to overcome the resistance of change.
Unfortunately, most change managers may feel reluctant in sharing information with employees as they fear the unexpected events that may occur and threaten outcomes. Change managers are also apprehensive in communicating as they are scared their competitions be on alert or employees may leave due to fear. Hayes (2014), advises change managers to develop a communication strategy in order to better communication with employees. He identifies steps to take in order to create a communication
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.
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
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 ...
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 ...
Jones, R.A., Jimmieson,N.L., and Griffiths, A. (2008). The Impact Of Organizational Culture and Reshaping Capabilities on Change Implementation Success: The Mediating Role of Readiness for Change. Journal of Management Studies, Vol.42, pp 362 -386
Force of change is a positive factor that an organization must put in place in order to drive and develop the entire organization’s environment. In this process of change more of resistance factors will try to hinder the change. The organization in this case experiences a repulsive force which absolutely adheres to reserve the existing ways of handling of issues. In the process the firm faces the competitive challenges from other organization and in meanwhile diseconomies of scale. Organizational change process is the progression of a given institution, far from its present state and towards some desired prospects to propagate its performance effectiveness. The organization’s work strategy persistently changes for better. Afterwards, the members’ organization must acclimatize to organization’s forces of change in a bid to conserve its relevancy and effectiveness. Lewin’s force field theory of change serves as a convenient model in understanding the change process. The role of the organization leader is both intense and diverse. For the organization to propel in its management processes, the organization leader must adhere to his increasing responsibilities of change. The leader must be the primary catalyst to speed up the mechanism used to assure the members of positivity effect of change and the expected period of its existence.
... Worley, C.G. 2006, p.11) is two significant factors that make the organization’s change difficult. Management systems are designed affects every level in the organization structures and processes when make change. On the other hand, people rewarded for stability impact organizational change seriously because people like working in a stability environment and they resist change. It is very difficult for organization to make changes in those two areas.
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).
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).