Hence, effective change management involves an understanding along with an appreciation of how one person accomplishes a change successfully. With an individual point of view, change management adds-up for activities performed without objectives or outcomes achieved. • Understanding the
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).
Thereby, individuals become more aware and open to change. This makes managing a change process easier, especially in an environment of transparency and high quality communication An important concept of change is the legitimacy of change, whereby the change is seen as tenable, acceptable and appealing in order to maintain cognitive and emotional involvement (Ten Have et al., 2015; Huy et al., 2014). Communication is an important part of change. The message should be explained differently (Rorty, 1989), have a clear and persistent scheme (Bartunek, 1993) and use positive and appealing language (Gill, 2002) There are five interconnected functions: trust, conflict, involvement, responsibility and result orientation which enables productive cooperation or connection within teams (Lencioni, 2002). The lack of one of these can undermine the final outcome.
1.1 INTRODUCTION Change in its simplest form, means to move from the current situation to more efficient and effective future, therefore change is the process that we learn and discover things through on an ongoing basis. And change management should be effective, i.e. have the ability to move freely, have the ability to influence others, and directing the working forces in the target systems and administrative units. (Robinson, 2000, p. 20) (Harem, 2004, p. 345) Change happens at every level of the organization and it happens continuously. The initiative of change is to build.
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.
.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.
Greenberg and Baron (1997) contend that this is so because the issues highlighted are actually the forces that lead to a change in organisational strategy, structure and design, technology and operations, and change in people or employees and employers. It was observed that in all these processes, the manager is at the apex, operating as the change catalyst. The three potential
Figure 2.2. Recommendations in overcoming barriers to change In conclusion. Good leadership is needed for change to be exercised effectively. Good leadership can help rally support for the change and provide direction on how best to execute the plans. Sometimes the key can be to hire a star leader to motivate and provide focus for the 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
And mentions the 10 principles to focus on when trying to cause change in the company, they are: Lead with culture. Companies normally get this point wrong. They normally forget to use culture to their advantage or disregard it completely, and that normally ruins or weakens their plan. Start at the top. Whenever a company starts a change plan, it should always start with top management.