Successful Change Management Principles and Practice

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Why Your Organisation Needs To Change

External and internal forces can encourage change if they become powerful and irresistible than the forces resisting change. Change becomes inevitable and alters the market status of an organization from its current to a desired future state. Organizations which resist change gradually incur loss in the form of skilled manpower, stakeholder credibility, finance, and management commitment.

The internal factors that necessitate change include the need to properly address changing employee needs and values because employees are leaning towards good quality life alternatives (Mathis & Jackson, 2007). External factors which bring about change include technology, social issues, techno-structural and socio-technical issues, and the organization itself.

Organizations change because they desire to restructure and reduce cost overheads such. An example was the relocation of Boeing’s headquarters out of Seattle. Cultural factors, mergers, change in business location, work profile, regulatory, and statutory drivers contribute to the need for change. Once change has been initiated and implemented, it causes an impact discussed in the next section (Fullan, 2011).

The impact of change on the organisations business

The elements of the positive impact caused on an organisation’s business include competitive advantage, new ways of satisfying customers, new approaches of producing goods and services, and the acquisition of new skills. Change provides the opportunity for continuous improvements and enhanced collaborative efforts with stakeholders, which improves the profits of an organization (Lunenburg, 2010).

Factors involved in the change process – how did you plan the process of change?

The factors involved in the change process include the ability to tolerate ambiguity, possess team building abilities, communicate effectively, set realistic goals, and effectively interact with others. That is in addition to the ability to sell plans to others, network with others, stimulate motivation and commitment, be politically aware, and influence other, be personally enthusiastic.

The change process is planned by categorising and identifying the type of change needed for an organization and determining the nature of change based on needs recognition. It includes planning the implementation of change based on an ideal implementation strategy which consists of situational diagnosis, general strategy, supporting techniques, evaluation, and feedback plans (Green, 2007).

Change involves employees who own the change process by using opportunities which are available to make the change become effective. It involves trade unions which encourage ownership of the change process to help employees accept the change process.

The source of information for the change process includes interviews, which helps managers to comprehensively understand the feelings of employees. Implementing change becomes effective by involving people who have positive and negative feelings about change. Change is implemented by varying the medium of communication, adhering to set timelines, and staying positive about the change (Green, 2007).

A description that compares at least 3 approaches to change with the process in use within the organisation

The change process is categorised into planned change and emergent change. The three approaches to change include transactional change which seeks to achieve a future state which is well known and which is different from the current state. The functions and duties of organizational employees are modified to facilitate the process to achieve the desired goals and objectives. Management rewards employees who work towards the attainment of the change management goals (Child, 2005).

The next approach to change is the developmental approach, which focuses on improving existing situations such as skills and processes. Transformational change is the last approach which is used in situations where fundamental change is required.

Changes brought into the organization based on the approach must completely alter the outcome of the change process and the strategy, culture, and other situations that are difficult to control (Child, 2005). A synopsis of the three approaches to change shows the fundamental differences and outcomes from each approach to change.

Summary of DOT in Abu Dhabi

The kind of approach used to implement the required change to address the problem of parking space is based on the emergent approach where stakeholders and users of parking space collaborate to enable the DOT to address the issue of lack of sufficient parking space. In this case, employees are encouraged to participate in analysing existing parking problems and suggest possible solutions by creating shared ownership which provides an excellent platform for others to make their contributions.

Explain what happen in your organization

My organization uses the emergent approach to initiate and bring about change. In addition, the management has a strategy of involving organizational employees to carry out the change process. The organization regards change as a continuous process and introduces changes in small scales by using information which is collected regularly to identify areas in need of change.

References

Child, J. (2005). Organization: contemporary principles and practice. Malden, MA: Blackwell Publishing

Fullan, M. (2011). Change leader: Learning to do what matters most. New York, NY: Wiley.

Green, M. (2007). Change Management Master class: A Step by Step Guide to Successful Change Management. New York, NY: Wiley

Lunenburg, F.C. (2010). Approaches to Managing Organizational Change. International journal of scholarly academic intellectual diversity. 12 (1), pp.1-20.

Mathis, R. L., & Jackson, J. (2007). Human Resource Management. New York: Cengage Learning.

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