.1 Introduction; Change plays an undeniable role in any organization. Most of the people to don’t approve of this change because it may change their daily routine. Employees fine it difficult to cope up with them. It should be taken care of by the management system to pass on the change through appropriate means of communication channel, and avoid any form of distortion. The employees should be well aware of the pros and cons of a particular change, by helping the employee to understand the benefits of the change using positive reinforcement techniques.
But many authors say that, to bring change in the organisation, lots of planning is required, lots of strategies are to be formulated, and they are to be checked against the present and past scenarios, so that they create value to the organisation and the customers when implemented. Authors of this book majorly concentrated on the change management model which is built on Kurt Lewin’s model. This model
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. Definition of successful change management The determinations of success are ambiguous.
1. Organizations all over the world are struggling to be successful in an increasingly competitive, complex, political, global and economic environment. In my opinion, there is no one best approach/theory to manage organizational change. When we are talking about managing change, it is important to make it clear in mind that people are the focal point in change management (Kotter, J. P.1996). It is essential to mention that organizations do not change; it is the members of the organizations that change.
Organizational Change Introduction: Organizational Behavior is a science that helps in growing and understanding organizations and how they run. Every company no matter how big or small has a story, a background and an internal culture that runs on motivations and needs as an engine and a facilitator. The right mix of these facilitators is the main activator of change. Methodology: We took two articles on change in an organization analyzed and summarized key points and methods to address challenges, and then we compared and gave in our thoughts to what was suggested in them. Growing Pains: Managing organizational Change: The author starts by giving an example of nonprofit organizations that despite the economic downturn in 2008 they were
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. It is the responsibility of the management to ensure that the employees are well informed of the changes and adapting well to the effect of changes without obstacles (Ford et al, 2008).
The initiative of change is to build. The management of change is a challenge for Organisational management, which requires an approach that will impact positively on employee’s attitudes, so that change is implemented successfully. The key to organisational change management include promoting effective change, by gaining the employees' support and commitment for implementation. Therefore it has become clear that management has a responsibility to manage change so that everyone in the organisation will be involved. McHugh (1997) states that if management is incompetent to manage change, it is likely that it might negatively affect the employees’ attitudes to change and the entire process will be extremely stressful for individuals implementing the
2 LITERATURE REVIEW 2.1 What is Change and Change Management? In this section I will be trying to explain change management; before that I think it will be useful to describe change and change management and also the differences between them. Change can be accepted as the movement out of a current state through a transition state and to a future state. Change happens everywhere. Changes can be internally motivated or externally motivated.
Organizational change can be managed consciously and intentionally by the managers. Organizational change can create an impact on all phases of the procedures and working of the business. For a discussion of change in relation to the complexities of organizational life, (2002) It is the responsibility of the management to implement a change to the organization. But no matter
Change Management is a controlled process where management lays out a plan and supervises the implementation of said plan through direct supervision and control. Change Leadership, however, is less clearly defined and the process can be more difficult to understand. I do not believe that there is a huge difference between change leadership and change management. While both may have the same requirements, the paramount difference is that one view is larger than the other. As Kotter states, Change Leadership uses a “bigger lens” and larger changes, while Change Management uses a smaller and more controlled group to change the process, which leads to smaller changes.