When change happens, an organization changes its strategy, which in turn, changes its structure, organizational culture, recruitment standards and etc. It indicates that strategy process is part of change process. As mentioned before, most change initiatives fail, no least because not engaging all employees in the process towards change (Stanleigh, 2008). We suggest that emergent strategy is a central part of successful change. One reason for this being that the foundation of emergent strategy is to involve more people in strategy making process (Mintzberg et al., 1988). According to Lines* (2004), there is a positive correlation between subordinate participation in change processes and success of change management projects. …show more content…
As mentioned earlier, communication and information provision help reduce employee’s resistance to change and hence create an organizational culture that values change. According to Gill (2002), communication is the ‘blood’ of organizations and ‘oxygen’ of change implementation. Poor communication between leaders and the individual staff, on the other hand, could impede change programs (Huczynski and Buchanan, 2001, cited in Burnes, 2003). Frahm and Brown (2005) identify three communication channels, namely strategic information provision by top management, operational information provision by direct supervisors and conversations between peers (cited in Peus et al., 2009). During strategic information provision, top executives explain why changes are necessary and define their expectations from these changes projects, whereas during operational information provision, direct supervisors clarify roles and responsibilities during change processes and new requirements, if any, after the change and answer questions. It is worth noting that peer talk can be a driver of change initiatives (Frahm and Brown, 2005, cited in Peus et al., 2009). This may be at least partly because one takes on the attributes of one's colleagues. Noticeable, when change happens, people move through the phases of shock, denial, resistance and acceptance at different speeds (Lecture 7, slide 38). We recommend that …show more content…
(2009) maintain that trust only belongs to management team when they treat people fairly by just distribution of outcomes, a fair promotion system, treating employees with dignity and respect and etc. Similarly, Smyth (2014) identifies three social responsibilities of trust, two of which are how people treat each other, namely equality and the criteria that are applied, namely equity. Seniority-based promotion system is a good counter example of this position. According to Liu (2007), it is an incentive mechanism in Japanese organizations, within which job promotion and raise in wage is dependent first on seniority and then achievement. He suggests that when one stays at a job for 10 or more years, he becomes more skilled and makes a positive contribution and increasingly so. However, it is not always the case. Moreover, promising, young employees might feel that they deserve a better
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The PsyCap assessment has helped me realize my strengths and weaknesses as an employee and how I can improve my less strong assets. It is a proactive approach to reflect on my weaker sides by generating on some personal strategies to improve productivity and to face work difficulties with agility and more optimistic outlook. It is a simple evaluative measure and yet it has outstanding effects on bringing hope for any employee (whether skillful, talented or not). It focuses on certain attributes that justifiably bring meaningful assessment factors. Furthermore, employers, managers and human resource officers can use the PsyCap in assigning compatible tasks and conduct training seminars to improve the level of PsyCap of their employees.
A change can occur at any stage of a construction project. According to Thomas and Napolitano  and Ibbs , causes for change orders vary greatly, thus making the task of change management difficult for most clients. (Leonard et al). 2.2 Basic of change “A change is defined in literature as “any deviation from
Abstract The strategic change cycle is one of the processes within strategic planning. This cycle is a ten-step process created to assist organizations in meeting their mandates, satisfying their missions, and constructing public value. “Strategic planning is intended to enhance an organization’s ability to think, act, and learn strategically” (Bryson & Alston, 2011). Introduction Strategic planning is “a deliberate, disciplined effort to produce fundamental decisions and actions that shape and guide what an organization (or other Entity) is, what it does, and why it does it” (Bryson & Alston, 2011).
In addition, the company’s performance and competitive advantage is highly dependent on its culture. Culture also acts a control mechanism of employee behavior. Change involves change management and change leadership. Change management refers to structures and tools that keep the efforts of change under control. Change leadership concentrates on the driving forces, processes and visions that fuel change in large scale(Elsmore, 2001).
Strategic change is the process of implementing change in a controlled, thoughtful way in an attempt to meet organizational aims, goals, objectives, and targets. Change is a requirement for the organization to continue to prosper and meet and surpass the challenge of industry competitors. There are a number of models for managing the change process. One of those models that is particularly well-known and beneficial in gaining an insight into strategic change management is John Kotter 's Change Model.
Unless the company trains the employees for their expectations, some whose background or culture defers from the expected outcome, may never understand or know that these behaviors are a requirement and not a
The most significant theory that must be considered is as follows: Kotter’s Change Management Nowadays, due to the technological advancement and increasing competition organisations are quite keen to alter their strategies as per the requirements and necessity that might require imposing change within their firm as well. For that reason, the experts propose different models in order to assist the association to impose change successfully and Kotter’s Change Model is considered as best that should be considered by the organisation at the time if imposing change. However, the Kotter’s Model comprises eight key elements that are as follows: • Increase the urgency for change • Build a team dedicated to change • Create the vision for
The first step to take to decrease the intent to resist the change plan is to depersonalise the issue. “Depersonalising the problem decreases the emotional reactivity to the situation, which allows for, and even encourages change. Once the emotional reactivity has dissipated, the firm and employees are able to move into the change mode.” (Balestracci, 2003, p. 42) Kotter and Schlesinger suggest that the six main resistances to change approaches are the following: 1.
5.1 PILLARS OF CHANGE MANAGEMENT For the change to be effectively managed, there are five essential pillars that the change manager has to consider. The first, and most important, is communication since by nature; people have a yearning for information (Adams and Bourrage, 2014). Communication is the mechanism that can be used to engage people in change. It is through communication that a change manager or the project implementation manager gets informed about the exposure of stakeholders in the organisation to change.
And by following the change management template, the number of successful changes implemented will increase and change backlog will decrease. The second group consisting of employers or the organization. This will improve their credibility with the clients or customers. Moreover, they may find this valuable and deploy same strategy with other clients or projects.
Change is one of the most important aspects of effective management. Managers that have honed skills in the change process are progressive employees that organizations need to stay competitive with the merging global and local markets. Change is not a single event, it is a process. The process of moving from the present state to a desired state that individuals, groups and organizations undertake in response to dynamic internal and external factors that change the current reality.
These theories of change provide evidence that change can occur successfully. It could be detected and examined by many steps or stages. These theories have been hypothesized to answer the question, “How does successful change happen?” (Kritsonis2005 P: 1).
Hence, leaders need to be prepared and manage readiness to the alteration by making an environment of honesty and transparency for their team as a successful implementation of the change is unlikely. Employees must be part of the change hence, they must to be told about the requirement of the change and be given a reward to motivate to embrace the change. If change be accepted by all recipients it can be implemented quickly and effectively. The leaders’ attitudes and behaviors have both positive and negative alterations on the change success. Therefore, leaders of organizations need to try and develop a more framing and shaping behavior, adding skills on themselves to change and motivate the subordinates towards the embracing the change.