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Why are managers important
Leading and managing change
How can the role of leadership be best understood in organization change
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Managers and the Process of Change
The desperate call-to-arms, "Change or Die"— which can be heard echoing down the corridors of businesses everywhere — is evidence that leaders have recognised the need to change. Managers know that companies must be fast, flexible, responsive, resilient, and creative to survive. Most also know that current mind-sets, techniques, and tools are ineffective for creating such an organisation. These people are displaying the talents required to successfully negotiate change. They are aware of the limitations around or within themselves and are willing to learn the necessary skills required to succeed as change managers.
Change is the process of moving from one state to another. Just as moving house requires the massive packing of furniture and other items, change requires just as much preparations to be successful.
Most people do not like change, they like things to remain the same. Changes require more effort to adapt. It threatens stability and security and people fear that they will not be able to cope. Resistance is the natural defence to such perceived threats.
A good manager has to be able to work with and overcome resistance he/she must be able to control the whole process of change. With this in mind, I have considered the role of the manager, what his/her function is and what skills are required to enable him/her to be a successful change manager.
Function of Managers
Fayol (1908) identified the functions of the manager as:
1. Setting objectives
2. Organisation
3. Motivation
4. Control or measurement
5. Co-ordination
These functions are as true today as they were then, but I consider communication as the key to them. It is the essential function in successful change management. Drucke...
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... Herts. Prentice Hall.
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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,
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
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.
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.
My whole life, I have been presented to a single element called change. Change occurs in many different forms and is carried out in many different ways. However, just recently, I have come to the realization that change can be the deepest of all subjects. I always assumed that change occured when you moved to a new town or when you lost someone close to you. Those are elements to change, yes, but change doesn't have to occur over a single dramatic event. It can just happen overnight when your brain determines it's time to do something different.
Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).
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 ...
Bolognese (2010) looked at several examples of different definitions for resistance and one example by Alvin Zander explained resistance as behaviors that are intended to protect an individual from the negative effects of change which could be either real or imagined. Another definition of resistance by Zaltman and Duncan is any behavior that serves to maintain the status quo, even in the face of server pressure to change. Finally, in the view of Folger and Skarlicki, resistance is any behavior that seeks to challenge, disrupt, or invert a prevailing culture of assumptions, discourses, and power relations (as sited in Bolognese, 2010).... ... middle of paper ...
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.
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 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 ...
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.