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Change in an organization
Planned change vs unplanned change examples
Change in an organization
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Introduction
Organisation change is very important and every company should have resistance to change by time to time to get a better performance and motivation. According to the (Burnes, 2004) Change is becoming a present character of organisational life and it is an incremental change. In this case study of Castle home ltd we can see that it was based on emergent planned, Foremen had the knowledge of understanding of the organisation structures, strategies and its culture which will allow managers to choose the most specific approach of resistance to change (Burnes, 1996) but now it is a planned changed which describes a situation where a change agent takes purposeful actions for the change of the organisation from one state to another (Ulster Business School, 2014, p. 24). Wagner, E. (2006) Communication plays a very significant role in term of organisational change strategy which is necessary from time to time in order to having a strong desire to be more successful than competitors and it becomes more efficient so that everyone in the organisation can easily understand it. The main reason of planned change for the organisation is to maximise their effectiveness and to achieve their goals and aim for the higher performance.
Castle home ltd is a building company which was established five years ago by three skilled builders, the Smith brothers. The company main strategy is based on home improvements and new build house of individual needs. Initially the company was successful, housing developments and projects has grown by 70 employees because of the under pressure and over time effort of Smith. Castle is based on informal basis and employees have been enjoying these working conditions which they have been provided by the line ...
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...t for any organisation. Castle home ltd need to change their organisation on a formal basis for that they have to bring a change in their organisation by follow the Kotters 8 step change model process which will help and give them a reason for change. Castle home ltd have to established and increase a sense of urgency to get a high level of motivation, they have to build a powerful team to work together for a good change which involves employees with different vision and strategy which will help the Castle home ltd to overcome the issues which they are having. They have to communicate with their employees so that they know their ideas and give them feedback where they need to change and provide an reward opportunities for them by giving money, bonuses, promotions, sick leave, paid holidays in order to achieve a high level of performances management objectives .
John Kotter, an expert on organizational change, conducted thirty years of research, coming to the conclusion that because companies do not completely investigate the whole picture when it comes to change, seventy percent of businesses crash by not finishing the change through to the end. For the reason that many businesses fail because of this reason, he created an eight-step process to help businesses succeed and move forward with their change (The 8 Step Process). This paper’s objective is to explain Kotter’s change process and link it to Target Canada’s decision to open in Canada, discussing what decisions fared well and the decisions that produced failure.
Kennedy A. (2014) Castle Vale Housing Action Trust: Lessons in Regenerating Communities Lecture, University of Birmingham.
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 home is a material object that exists within a concrete reality. It exists with its own qualities, a house built of materials that change and degrade over time. The costs of homeownership are harder to dismiss when one becomes disillusioned with the effects of a lack of attention to those costs. As someone with a passion for writing, my final project will be an extended expository essay about the history of homebuilding from ancient to modern times.
Change is the only constant in life. And therefore it should be understood as part of a continuing work in progress that calls for a much broader canvas that seeks out competing voices, and works with the resulting ambiguities, contradictions and tensions of messy reality (Graetz, F. & Smith, A., 2010). In this submission I try to show that organizational change is majorly based on the environment surrounding it much more than the desire of the members or change agents working in that organization. This view diverts from that of Lippitt, (1958) who suggests that implementing planned organizational changes successfully depends on premeditated interventions intended to modify the functioning of an organization. It also diverts from the traditional approaches to organizational change that generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition (Collis, 1998). In this discussion therefore, comparison made between the different philosophies of change and I try to show that successful change implantation largely depends on an organizations appreciation of what goes on around it rather than what they have planned as a strategic direction.
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.
Organizational change, particularly large-scale change, becomes part of the company’s history; therefore, it is crucial that senior leadership plan the change thoroughly. Planning may include understanding the current state of the organization, the external and internal environment, and identifying the organization’s long-term vision simultaneously. Choosing the right approach is significant in the change process as it may be true with British Airlines’ wildcat strike blunder. This blunder is now added to British Airway history where they lost 40 million pounds because of an oversight. Ideally, changes in the organization will have minimal employee impact and operational disruption; however, this is not the case with British Airways when
Remove barriers: If follow these steps and reach this point in the change process, and will discuss the vision and build the support of all levels of the organization. The Organization shall review the organizational structure, job descriptions, compensation and performance systems to ensure they are in line with this vision. Create urgency for change to occur, it is useful if the whole society really wants. Develop a sense of urgency about the need for change. This can help the company Alphabet Games spark of motivation to get things moving. It will help to identify potential threats, and develop scenarios showing what could happen in the future. It also examines
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).
Reasons for change can be down to adopting new corporate strategies, structures, process and technology to assist organisations handle internal and external environmental conditions effectively (Goksoy, 2015). However, merely adopting change cannot drastically drive through change so organisations need to go through reconstructive change to realign the organisations objectives (Green, 2007). Although change can be introduced in these drastic fashions it can also be emergent within an organisation due
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
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).
One of the first scholars to describe the process of organizational change was Lewin (1974). He described change as a three-stage process that consists of unfreezing, moving and freezing stage. During the unfreezing stage the organizations become motivated to change by some event or objective. The moving stage is like implementation when the organization actually makes the necessary change. Furthermore the freezing stage is reached when the change becomes permanent. Organizational change has also...