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.
When a company decides to introduce a new line of services, this kind of expansion may require new technology and employment or re-deployment of people. These employees may be hired or trained depending on the situation. 2.3.0 STRATEGIC MANAGEMENT AND ORGANISATIONAL CHANGE Since organisational change is meant to re-direct the organisation, the issue of strategic management takes prominence. Organisations, like the ZRA, are now operating in an environment where the range of environmental variables is so great, their managers need to adopt and apply strategic management and corporate planning in the process of organisational change and development. This is where the change in management style comes in.
The change group may have to work harder to reach these targets, but each "win" that the team fulfills can further motivate the entire group. 7. Consolidating improvements and producing still more change Kotter argues that many change processes fail because the group believe that victory is achieved before it actually has been. Complete change runs deep. Quick wins are only ways of motivating staff and the start of what needs to be carried out to fulfill long-term change.
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
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.
In addition, research has proven that for a change to be effective, change efforts should be focused on the people because organization is a collection of people working towards a common goal (Griffin & Moorhead, 2013). Apparently, people are the most important factor in initiating change (Griffin & Moorhead, 2013). However, leading people through organizational change is a challenging process as the change may create a great uncertainty regarding works such as beliefs, values, orientations, behaviours and skills (Thomson & Thomson, 2012).This uncertainty can affect the employees in terms of job commitment and job satisfaction and directly affect their performance (Yu,
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
However, coaching, mentoring and counseling play important role for transformational change leadership (Eisenbach, Watson, & Pillai, 1999). Therefore, I would encourage my 100 employees to transform their tasks according to their perspective and privilege them to manage their work in creative manner. As a leader, I would also emphasize on team decision-making practices and involving my 100 employees into decision-making process to enable their commitment and sense of empowerment. I will also put timely efforts to coaching, counseling and guiding my team for effective team-building and self-esteem development. These perspectives and action-plan will help to increase communication, involvement and engagement of the employees leads to empowerment and accountability.
(2011) indicates transformational leadership being related to job satisfaction. Studies also shows that transformational leadership impacts organizational commitment (Geijsel et al.,2003), (Ismail and Yusuf, 2009), (Avolio et al., 2004). Reyes and Shin (1995) in their study concluded, “teacher’s job satisfaction is a determinant of teachers’ commitment and it must be present before an individual develops organizational
During this stage, leaders solidify the change that has taken place. This can be done by installing a reward system or restructuring for accountability (Burke, 2011). Lewin’s change theory is an important model because it helps organizations lead its staff through change in a systematic way. Showing employees why a change is needed instead of just making changes for the sake of making changes can be beneficial for leaders managing change. “Closing the gap” helps employees understand the purpose of the change and allows them to perform more efficiently with less stress and confusion.