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.
It is the duty of the administration framework to pass on data about the change at all the levels of the chain of importance. At first, they enable them to comprehend the data previously it's going to open. Change help in augmenting the hazard factor and furthermore help to expand the benefit of the firm. Looking out for the cutting edge patterns and models followed in the market is critical
Stage 2: The specifications of the change After identifying the need to improve the current business performances, the specifications of the change can be explained. These specifications are composed based on the results of the Ishikawa diagram. Once the specifications were recognized a larger perspective could be brought forward: Personnel: All the involved staff needs to change their current behaviour. Emphasising on the FS employees, who need to change their current approach and practices. They should adapt to a more collaborative and enterprising style for maintaining a transparent work environment.
If we talk about first step of ADKAR Model then it shows awareness of the business reasons for need to change while Kurt Lewi’s model first step highlights the understanding the change is necessary and getting ready to move comfort zone. On the other hand, John P. Kotter first step is totally change from other two which highlights to increase urgency; to inspire people for moving on, make fruitful objectives for real and relevant change. 2- ADKAR model’s second step points out the desire to make the change happen. While John P. Kotter second step is to get the team establish a simple vision and strategy.
• Change Objective • Clear Communication of the need for change to all Staff • Addressing employee concerns in terms of change Freezing After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do things. People start to believe and act in ways that support the new direction. In order to accept the change and making the change successful, The Staff of BBC need to understand how the changes will benefit them, so that they would embrace the new direction and participate proactively in the
Although resistance to change cannot be com-pletely eliminated, it can be significantly reduced. The individuals within the organi-zation and their needs and beliefs must be accounted for. It’s imperative to communi-cate to individuals how they will benefit from the change, in order to build ac-ceptance. In addition to organizational executives with prestige, unofficial leaders (people who can influence) and middle managers must be recruited into the change process. Change must be encouraged on all levels.
So, the most fruitful success strategy is to begin with leadership tools, including a vision of the future, cement the change in place with management tools, such as role definitions and control systems and use the pure power tools of punishments as a last resort, when all else fails. What’s more, the most profound strategy for shifting an organizational culture is offering multi-day leadership retreats cascaded through the organization. These retreats blend organization performance with a focus on personal growth and relationship skills. To sum up, strategic change brings so many challenges. These include time required to develop, implementation of the plan as well as assign people to come with strategies.
The Strategy is Accreditation to Change the Culture Strategic planning is a process to formulate fundamental decisions and actions. One key factor for a successful long-term strategic planning process is identification of the required core competencies, based on systematic analysis, and then start working on acquiring these core competencies so that the organization will be a strongly positioned for the environment and competition in the future (Mintzberg, 1987). As the organization must focus on specific activities to be effective and efficient towards the desired outcomes, strategic choices must be well defined.
As a leader, you are tasked with implementing new changes and leading your staff to accept and implement the changes. You must be able to present the idea, involve your staff in planning and trust them to come up with ideas to make the change happen. Leaders should motivate staff and know how to handle resistance (Huber, 2014). How you interpret change, whether you are accepting to it or refuting it, is how you will transpire that change in your staff. A leader needs to analyze themselves first and figure out how they process changes and what their leadership style is.
Resistance to a new change can occur for reasons such as distrust in leaders, doubts about the need for change, doubts that the benefits from change would outweigh the the costs, possible loss of power and status and fear of personal failure. Resistance to change should be recognised as the presence of strong values and emotions and not as a sign of ignorance. Leaders need to understand that it is more effective to change both attitudes of individuals as well as work roles instead of trying to change just one or the
Performance Improvement Plan is used to improve employee performance, modify behavior and correct discrepancies. Employees put under the PIP have their work closely monitored. However to employees the PIP is not really a positive thing. It should be considered as a final warning or the last step to being fired.
Change can alter the normal routine of the workplace hence creating chaos. Organizational change can aid in improving the image of the organization, promoting efficiency and improve on the competitiveness of the organization (Schein, 2004). The manager can function as a trainer by helping the members of the organization to learn how to utilize the data to be used to promote development. He or she can help the members of n organization to acquire a new set of skills to help solve future problems of the organization.