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Factors influencing organizational change
Abstract for essay on concept and challenges of managing organizational change
The big picture for implementing organisational change
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“Evaluate the implications of defining the vision for change from the top down relative to the from the bottom up”
There is really no organization that it is not faced with a changing situation. Technology and globalization are perhaps the biggest issues impacting most organizations today. The difficulties that loom for creating that change can be intimidating.
How should we implement change? It's a simple enough question, surely there's a simple answer-especially since we get to do it so often. Every time we implement a new system or install a new process, we're implementing change.
Change happens when someone commits to a new way of doing things and leads others to do the same. There are processes that help one to do that. The principles apply whether one is leading top-down, up, or even among a group of friends.
In business, when we approach change, whether it is about cost reduction, merger or supporting a new technology we need to treat it as a seriously disruptive and stressful activity for all involved especially those leading the change.
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 ...
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... as leaders setting the framework for change (top down) with employees helping to establish both workable detail and effective implementation (bottom up).
Organizational change affects all levels and individuals of the organization in question. Although a change effort can originate in any part of the organization, it will eventually require strategic effort from the top and buy-in from the bottom in order to be sustained.
When organizational change proves necessary, all people at all levels of the organization should address change as a “how,” “what,” and “why” problem in order for the change to be sustained over time.
It is therefore important to include various perspectives in approaching the change in an organization: bottom-up, top-down and peer-to-peer approaches will intersect and interact to create profound change – or the change will not be sustained.
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,
The 7 Levels of Change provides a different way of thinking to enhance behaviors and processes. The author demonstrates throughout the book a seven process of change that builds upon the next. He believes that by thinking differently, being creative and stepping out of the norm is the catalyst to solutions and results beyond one’s expectations. Although the author uses the analogy of a new work environment to expound on the level of changes, the fundamentals can be used in both your personal and professional life.
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.
Everything in our world is changing, from technology to marketing to distribution to capital markets. Although it’s not always shifting in the same direction, it is changing faster than ever before. These turbulent times call for individuals with the foresight and insight to guide individuals, employees, and organizations along an often overwhelming and daunting road, while providing guidance and support along the way. Although there are many definitions of what a change agent is, generally, it is agreed that a change agent is an individual or a group who works with processes, physiological effects, and innovative decision making (Ottaway, 1983). This change can occur within an individual, organization, or society (Ottaway, 1983). Change agents can be internal, for instance, managers or employees who are selected to supervise the change process. The hierarchical nature of traditional organizations is left behind in favor of training those who have the ability to oversee change (Lunenburg, 2010). Changes are not always internal. Often employed are external consultants. External consultants are typically not bound by the organization’s culture, bureaucracy, or values, therefore, they are able to bring a unique perspective to the situation and question the status quo. Regardless of whether they are internal or external, successful change agents must have a true understanding of the nature of change and how it affects organizations. There is a deep connection between ‘leading and changing’ the organization. The role of the change agent is imperative for everyone being affected to understand in order to ensure that the change occurs comfortable and effectively. The need for individuals who can lead with this perspective, navigate th...
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).
More than half of organizational change, however, has ended in failure. The primary reason is not a lack of capacity of the staff or the resource shortage of the enterprise , but the resistance to organizational change. In fact, resistance to change is inevitable as a primary element of change management.
Fralix, P. (1998, September). Top-down leadership critical to change issues. Triangle Business Journal, (14) 2, 21. Retrieved October 28, 1999 from EBSCO Business Search on Galileo: http://www.galileo.gsu.edu.
However, Lewin’s central model centres on unfreezing, effecting change and then refreezing, starting from the status quo, then moving things and then continuing with the new status quo (Green, 2007). Kotter’s change model focuses on establishing urgency, guiding coalition, developing strategy, communication, empowerment, short-term wins, consolidation of gains to produce and anchor new changes (Sabri et al, 2007). Kotter does not engage with the complexity of organisational systems and potential clashing, he sees change being systematic, architectural, political and doesn’t engage strongly with the less deterministic metaphors in the latter steps (Smith et al, 2015). However, Kotter does highlight the importance of communicating the vision and keeping the communication high throughout the process although this starts with a burst of energy and in later stages its followed by delegation and distance (Cameron and green, 2009). Lewin’s change model focuses on people with the collaboration, contribution creating a force field approach to change including the power holders socially, culturally and behaviourally to drive change (Smith et al, 2015). However, Lewin’s approach ignores the metaphor of groups of people only willing to change if there is a need to do so, the model is more of a planning tool rather than an organisational development process (Cameron and green,
The third element necessary for planned change is that there must be an acceptable leadership that is not afraid to challenge the status quo. To...
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
However, as for the political change, the author did suggest that the energy for change can be driven by the outside consultant or the new employees. Robbins outlines two models of the change process: Lewin’s classic three-step model of change processes and Kotter’s eight-step plan, action research, and organizational development. Robbins, referring to Lewin, discusses that there are three steps to performing the change model. 1. What is the difference between a. and a. Unfreezing the current procedure from both individual and organization; 2.
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...