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Impact of change in organizations
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Change management Change is constant, integral part of our personal and professional lives. Change occurs in our world and beyond, at national and global level, in political and socio-economical areas, in management of organisations. As the contemporary world becomes more complicated and significantly interrelated, it forces companies to change their work strategies and become globally competitive (Jeritt, 2013). These pressures for change should be identified by management and immediately enact change management process to increase productivity and performance (Marked By Teachers, 2004). Achievement of such objectives is paramount for organisations; despite of challenges which may originate during implementation of changes (Content Writing, 2012). According to Techopedia (2013): ‘Organisational Change Management is a framework structured around the changing needs and capabilities of an organization. OCM is used to prepare, adopt and implement fundamental and radical organizational changes, including its culture, policies, procedures and physical environment, as well as employee roles, skills and responsibilities.’ Kotter (2009) defines change management as the utilization of basic structures and tools to control any organizational change effort. Today for implementation and monitoring changing process are known plenty of different models. It will be analyzed and evaluated most common models which are Lewin's Change Management Model, ADKAR model and Kotter's Eight Step Change Model. Each model provide particular approach with own advantages and disadvantages therefore it’s significantly important to clearly understand each of the three change management models (Cellars, 2007). Lewin's Change Management Model Kurt Lewin presente... ... middle of paper ... ...tion. Organisational culture provides as opportunities as well as issues for companies. If culture combines with organization’s strategic and operating targets, it can stimulate improvement of performance and efficiency. At the same time dissimilarity of organisation culture and targets may lead for pernicious results (Katzenbach Center, 2013). Thus, organisational culture affects practically on all aspects of the company and it’s exceptional for every organisation and also one of the arduous objects to change (Business Dictionary, 2013. Hence, applying of culture within organisation include analysis of complex of features as beliefs, ideologies and values of company. According to Investopedia (2013) organisational culture define as: ‘The beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions’.
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.
John Kotter’s 8 Steps Organizational Change Model provides a holistic approach to the change process. Organizations should take into consideration all the 8 steps before implementing change initiatives in order to ensure the successful completion of the process. Change needs to happen, how to approach it ?? the model was design to enlighten innovation and change management needed to be brought to organizational leaders. Take into consideration that change requires time. Making critical mistakes in any steps can have devastating impacts, slowing momentum and hindering gains.
The concept of organizational cultures was first raised in 1970s, and soon became a fashionable topic. Organizational culture is the shared beliefs, values and behaviours of the group. Theorists of organizations believe that organizational culture represents the pattern of behaviours, values, and beliefs of an organization. Hence, studies around organizational culture have been seen as great helpful and essential for understanding organizations and their behaviours. Additionally, organizational culture has been considered to be an important determinant of organizational success. Therefore, leaders and managers pay more than more attentions on this topic, focusing on constructing and managing organizational cultures.
Strategic change management is basically the method of “managing change” under thoughtful and structure approach for meeting up the organisational objectives, missions and goals. As mentioned by Casadesus-Masanell & Ricart (2010), change is important for the firms in order to continue to meet, exceed and thrives the rivalry of industry competitors. There are various models that can be implemented in managing the entire process of change. Three models that will be used in this analysis include “Change Kaleidoscope model”, “Cultural Web model” and “Kotter’s 8 Change Steps model”.
A few examples of popular change models are Kotter’s Eight Steps to Change, Bridge’s Transition Model, and Roger’s Technology Adoption Lifestyle Model. Organizations can use John Kotter’s model for leading change which is an eight-stage process that incorporates steps that leaders can use to guide them through steps to implement change (Gupta, 2011). What is significant about Kotter’s model, it incorporates steps in the planning that involves supporting the followers early in the process. Working collaboratively with followers is a key component to planning and implementing change. In an environment where change is continuous the Kotter’s model is a framework that utilizes expertize of the leader in his or her ability to identify the areas in need of change in the organization (Appelbaum, Habashy, Malo, & Shafiq, 2012).
The goal of organizational change management is to create a prosperous work environment through strategic change and applying those changes through the people side of management. Organizational change management is a branch of handling the outcome and strategies of new business processes, changes in organizational structure or cultural changes within a company. There are multiple components in understanding the techniques and goals of Organizational change management. The first part discussed will be on setting goals for an organization as it can be a complex process because if aimed too high, the goals will most likely not be attained and performance will deteriorate.
Organisational culture is one of the most valuable assets of an organization. Many studies states that the culture is one of the key elements that benefits the performance and affects the success of the company (Kerr & Slocum 2005). This can be measured by income of the company, and market share. Also, an appropriate culture within the society can bring advantages to the company which helps to perform with the de...
Explain how a change can be managed or implemented in the organisation. Organisational change can be distinguished as the procedure implemented by an organisation by altering its framework, operational methods, strategies, technologies, business processes as well as organisational culture, in order to bring an effective change within an enterprise. This change is brought about by carefully reviewing and modifying the current management structures and processes, thereby providing a head start against the companies competition more efficiently and cost effectively. Both internal and external forces can affect organisational functioning (Pollack, 2015). For instance, at Asliya Group, implementation of new technologies is crucial to thrive in
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 also called change control, it is an approach to use process, planning, and technique to changeover a group or an organization to show the future state and also achieve the demand of business outcome.(Rune Todnem, 2007).The meaning of change management which is when an organization grow slowly,and there are cause some internal problem,but it hard to change the business environment,the organization have to work out a change strategy,to adjust and improve internal hierarchy,workflow and enterprise culture,to help the organization transitions well,the key of organization change is management change,however,the success of organization change is come from management change,the change could not make sure the 100% success rate, even lower that makes people often scared and believe” change probably will failed, but not change absolutely will be failed, so realize how to change is important than why need change and change what.
This essay will set out to define what is organisational culture, examine the main attributes that characterise it and how cultural originate and develop within it. At the same time, this essay will also assess the importance of organisational culture to the financial performance and continued survivability of firms.
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).
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.
It is necessary for contemporary organisations to appreciate the scale and scope of the change they are facing because any organisation that does not change eventually becomes increasingly dysfunctional, unproductive and irrelevant. Even if an organisation does not manage change suffers greater costs-in terms of finances, opportunity, productivity and reputation-than fundamental when trying to change.
Normally Organizational change is about the important major changes in an organization such as adding or inclusion of a major new product or services in production as well into the market. It contradicts minor changes within an organization like adoption of new computer software. To make these changes clear, the approach should be made in view from different dimensions.