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Impact of change in organizations
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Change Management Approaches in Successfully Implementing Change and Reducing Employee Resistance.
Organisational change is an ever-present feature of organisational life, both at an operational and strategic level (Burns, 2004; Todnem, 2005). According to Luecke (2003), factors such as rapid changes in technology mean the successful management of change has become a necessity in order to survive and succeed in a highly competitive and continuously evolving environment. However, despite recognising the importance of change management approaches, their success rate when adopted in organisations are low with a failure rate of around 70% (Balogun and Hope, 2004). Low success rates can suggest a lack of structure and understanding when implementing organisational change. Todnem (2005) suggests that currently, a wide range of contradictory and confusing theories and approaches are available which may be a contributor to poor success rates in change management approaches. The literature review will analyse the effectiveness of planned and emergent approaches to change management in successfully implementing change. The ability to predict and handle different responses to change among employees is a key challenge to management (Stensaker and Meyer, 2012). Understanding employee resistance to change and different factors that can contribute to the success of reducing resistance will be one of the focuses of this literature review.
From the literature, one main approach to change management is that of planned approaches. (Bamford and Forrester, 2003; Todnem, 2005). The planned approach to change is based upon the work of Kurt Lewin (1952 in Eldrod and tippet, 2002) who argues that before change and new behaviour can be adopted successful...
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...e-scale changes. The supporting literature of an emergent approach, argues against recognising change as pre-planned steps taken by management, but instead a continuous process that creates change readiness. The importance of reducing employee resistance to change is also highlighted throughout the literature. It is suggested that when implementing change, management look to communication and participation as an effective way to overcome resistance. Through doing so, employees may not only feel accepting of a proposed change but can also contribute to the quality of a change implementation. It can be recommended, that in order to increase the success of a change in an organisation, managers should be aware of the available literature in order to provide a more in-depth and focused guidance on different change approaches and models for different organisational needs.
Change affects more than just a program or a process within an organization, change affects employees, collecting data on employee’s readiness and willingness to accept a change will help leaders know if the organization is socially ready for change (Cole, Harris, and Bernerth, 2006). A change might be positive for an organization but if the employees who will be affect by the change are lost in the process then it could create a greater issue than not making the change. Leadership needs to communicate and inspire the employees to be positive toward the change, seeking to enhance their job satisfaction not make changes that will increase their desire to leave. This data is best collected early in the change initiative allowing leadership to properly cast the vision while addressing concerns. This requires leadership to create platforms for employees to engage in the change initiative freely (Ford, 2006). Employee attitudes can be measured through these dialogues providing leadership with necessary measureable data (Hughes, 2007).
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
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,
A theoretical framework provides guidance as a project evolves. The end results will determine whether the knowledge learned from implementing a project should create a change in practice (Sinclair, 2007). In this project is relied on the Kurt Lewin’s Change Theory. Burnes (2004) states that despite the fact that Lewin built up this three-step model more than 60 years prior, it keeps on being a commonly referred framework to support effective change projects. The three steps are unfreezing, moving and refreezing. Lewin decided in Step 1, unfreezing, that human conduct is held in balance by driving and limiting powers. He trusted this equilibrium should be disrupted with the end goal for change to happen (Burnes, 2004). Step 2 or moving, includes learning. Learning incorporates knowledge of what the conceivable alternatives are and proceeding onward from past practices to new practices which will...
Resistance to change is generally defined as ‘any conduct that serves to maintain the status quo in the face of pressure to alter the status quo’ (Zaltman and Duncan, 1977: 63). Folger and Skarlicki (1999: 36) conceptualized resistance as a ‘resentment based’ construct, defined as ‘reactions by disgruntled employees regarding the perceived unfairness of a change’. In the categorizing resistance to change that results from individuals and organizational factors.
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
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.
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.
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 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 ...
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
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.
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).
Toribio, C. T., & Hernandez, R. G. (2011). Coping with resistance to change in organizations (Unpublished masters thesis). Linnaeus University, Sweden. Retrieved from http://lnu.diva-portal.org/smash/record.jsf?pid=diva2:425506
Individuals go through a reaction process when they are personally confronted with major organizational change (Kyle, 1993; Jacobs, 1995; Bovey & Hede, 2001). Within this process there are four phases that it consists of: initial denial, resistance, gradual exploration, and eventual commitment (Scott & Jaffe, 1988; Bovey & Hede, 2001). Resistance to change is the initial area to focus on. The issues of organizational change and resistance to change have received a lot of attention over the past decade (Macri, Tagliaventi & Bertolotti, 2002). The perceptions of individuals play a fu...