Change management is a strategic method to ensure changes are effectively implemented to attain organizational goals. Impacts of change should create a focus on employees and teams that shift from one perspective to another, which can create challenges. It is important for leaders to ensure the planning and controlling of the change process promotes a positive experience, and guides the organization to its success. In this paper, the topic for discussion will analyze the best practices of leading change management, motivating employees and supervisors during organizational change, and factors that could hinder the process of leading a diverse culture of change.
Ikea has a long history of making excellent furniture. Its owner Ingvar Kamprad came from humble beginnings in a small town in Switzerland. Many people in this community have a hard working spirit that he himself obtained overtime. He runs his business based on the same values that he grew up around. He teaches his workers this system and it is the backbone of his company.
When IKEA establish themselves in Moscow, Russia, the company followed their strategy and recreate their corporate culture at the new location. The culture was implemented by experienced IKEA employees who trained the new co-workers and taught them about the company 's values, traditions, routines, management style, human resource polices, customer relationship philosophy with the "flat-package concept", etc. In addition, IKEA employees did home visits in the local community. Driven by the vision to create a better life for the many people," IKEA wanted to learn more about the local living conditions. The company wanted to create needs, not yet identified by the locals, that IKEA could present solutions to, that would ease the customers everyday-life.
As the product range diversified, the company used the vertical integration approach to manage its resources, processes and over all supply chain. Meanwhile, in 1990, the company imposed an ideal strategy in purchasing. It transferred its production in Asia, where wages were low, yet the number of suppliers where substantially reduced. As a result, competition intensified among different suppliers that came from various countries. In 1991, IKEA acquired Swedwood, which was a manufacturer that had factories in Europe.
My experience in Change Management is very limited. The theoretical knowledge I have acquired during the first four weeks of this module has made me realize that transforming organizations is a difficult and complex task. I have read case studies mentioning the unique contribution of change leaders whose role is to talk to people’s hearts and minds. I have also understood how important is to reconcile conflicting interests and emergent tensions between top-down transformation initiatives and functional operations. Despite the widespread belief that managing change is tough, there is little agreement regarding the factors which influence change the most.
In the today’s organisations business world, Change has become an obligatory means for an organisation to survive in the marketplace even for organisation that are small, medium or large. Success is subject to classifying key zones of change, what tools to be used for implementing the change to these key areas and how changes are implemented in a better way. It is the duty of the managers of the organization that play the main role in the change management, as this can cause many serious problems rising internally within the organization or external to the organization. The notion of change management is acquainted in most organisations today but how they achieve change or even more how effective they are at it, differs extremely depending
The change in the organization does not accomplish immediately since there involves an announcement, kickoff meetings or go-live date. Every person does not change simply considering that they received an email or attended a training program. Although by evaluating change as a process is a fundamental element of successful change and successful change management. By splitting change down into different stages, one can customize and familiarize their approach to ensure individuals successfully adopt the change to how they work. 4.1 Definition of successful change management The determinations of success are ambiguous.
According to Pritchard and Armistead (1999), this is the reason why business process management often gets along with the management of change. Pritchard and Armistead (1999) also state that business process management and change management pursue the same goal of enhancing organizational performance. However, the key to developing a change strategy in business processes is to understand the differences between change management and business process management (Ko et al., 2009). One of the goals of business process management is to make the workflow of organizations more efficient and effective. According to Ko (2009), this is done by continuously improving support for organizational objectives.
Indeed, the role of the consumer is so significant that organization have create a separate scale to determine customer orientation. A apparent focus on explicit goals has been confirmed frequently to have a very strong relationship to actual success and achievement. Goal achievement is also facilitated when the goals of the organization's employees are "in line" or associated with one another and with the general goals of the company. The basic value or need to achieve support organizational achievement. That is, when company employees share the values that it is essential to be doing and achieving, this will facilitate the organization to achieve its goal.
Government support is no less important in influencing the success of SMEs. The Government, through various ministries and agencies have taken various initiatives and programs to support the development of SMEs. It aims to promote the development of SMEs more competitive and resilient SMEs towards increasing the contribution to the national economy. Government support for the development of SMEs is in the form of a special program designed to provide infrastructure to make it easier for entrepreneurs to venture into business, cultivate the entrepreneurial spirit and educate potential entrepreneurs. To ensure that SMEs remain viable, various measures are also regulated by the government to help SMEs improve their success.