Identify Change in Your Organization and Recognizing the Strengths and Weaknessesd of Various Approaches to the Management of Change

In: Business and Management

Submitted By dwallacel2
Words 516
Pages 3
Describe how you would propose to identify change in your organization and recognizing the strengths and weaknessesd of various approaches to the management of change. Explain the need for new thinking and methods that may be utilized at each change and how teamwork is important. Industry to which your new changed company will exist. Specualte for the chances of success.

The fear of change…

Identifying change within an organization involves assessing the issues within the company. Many times issues can be identified by communicating with employees. Employees can reveal what they are struggling with, which often identifies a larger issue within the structure of the organization. The key is to keep open communication with employees of all levels within the organization. Employee suggestions and struggles, when identified by a manager, can create longevity and keep jobs by keeping employees with the company. The manager of the company has the leadership and innovation to take issues bringing the company down and create positive change. Often employees are unhappy with policies, yet can be resistant to change for fear that they may fail at the task, be looked down upon, lose respect of co-workers and management, and not be able to fill the new shoes of change. A great manager can communicate with employees of all educational level, cultural backgrounds, socioeconomic status. Employees will feel the manager is easy to converse with and they can be upfront and honest. This type of manager can gain pertinent information from staff because people can be straightforward and vulnerable in front of them. A good manager can take the information obtained for change and be a leader in supporting employees during times of change. By letting employees know they will be supported if they fail at a task. It is a manager’s duty to support employees by listening to their…...

Similar Documents

Change Management

...http://www.authenticityconsulting.com Requirements for Successful Organizational Change Cummings and Worley (Organization Development and Change, 1995) describe a comprehensive, five-phase, general process for managing change, including: 1) motivating change, 2) creating vision, 3) developing political support, 4) managing the transition and 5) sustaining momentum. That process seems suitable for organizing and describing general guidelines about managing change. Whatever model you choose to use when guiding organizational change, that model should include the priorities and areas of emphasis described in the following five phases of change. The collaborative consulting model described integrates highlights from all of the five phases. Motivating Change This phase includes creating a readiness for change in your client organization and developing approaches to overcome resistance to change. General guidelines for managing this phase include enlightening members of the organization about the need for change, expressing the current status of the organization and where it needs to be in the future, and developing realistic approaches about how change might be accomplished. Next, organization leaders need to recognize that people in the organization are likely to resist making major changes for a variety of reasons, including fear of the unknown, inadequacy to deal with the change and whether the change will result in an adverse effect on their jobs. People need to feel......

Words: 1177 - Pages: 5

Change in Organization

...Organizational Change Wanda Martin Change in Organization April 19, 2010 Organizational Change Organizational change can be a difficult process. When change is implemented incorrectly, resistance can be encountered. Kurt Lewin’s theory provides three stages to change. “It is important that members of the affected work force understand the reasons for change and participate in the design of new approaches” (Borkowski & Maxwell, EdD, 2005, Resistance to Change, p. 385). he first stage in the model is Unfreezing. The moving stage consists of implementing new skills, reorganization, and dismal of resisters (Implementing Organizational Change, 2010). Participation is important in this stage.he new behaviors taught in this stage will create equilibrium in the next stage. The final stage in the change model is refreezing. Kurt Lewin’s theory of change would have decreased conflicts encountered in this change. One conflict the bookshop encountered was; the employees were not given a precise reason for the change. The employees were told that finances were a problem and also the management structure was not working for the company. Change in an organization is an ongoing process. When implemented correctly, change can be rewarding to the organization and employees. Unfreezing, moving, and refreezing will help decrease resistance to change. There will always be some type resistance met with change. Determining the reason for resistance is important.......

Words: 311 - Pages: 2

Change Management

...MANAGEMENT OF CHANGE School of Business Kenyatta University – 43844 Nairobi TABLE CONTENT Page 1. Change Management ………………………….……….……….. 1 2. Leadership ………………………………………...……….……. 52 3. Inter Group Behavior and Conflict ……………….………….… 124 4. Power and Organizational Politics...……………….……….…… 161 Table and Figure Contents 1. Acronym Tropics Test …………….……………………………... 7 2. Self-esteem, Performance and Stress …………………………….. 16 3. Self-esteem, Performance and Change ……………………….….. 16 4. Stability Zones …………………..……………………………….. 18 5. The Coping Cycle ……………..…………………………………. 21 6. Quality Management …………………………………………….. 26 7. Forces of Change ………………………………………. ..……... 32 8. Kinds of Organizational Change …………………………....……. 37 9. Dealing with Resistance to Change ……….………….……..…… 41 10. Methods of Overcoming Resistance to Change …………………. 43 11. Comparison Between Leadership and Management …………….. 57 12. Three Leadership Patterns, their Location in the Organization and Their Skill Requirements ……………………………….…… 61 13. Hersy and Blanchard’s Situational Leadership Model: Defining Maturity and Four Leadership Styles…………….…..… 65 14. Relationships in the LPC Contingency Mode ……………………. 69 15. Casual Relationship for Supportive Leadership on Subordinate Effort ……………………………………………………………... 74 16. Casual Relationship of Effects of Directive Leadership Behaviour on Subordinate Effort ……………………………………………. 76 17.......

Words: 69999 - Pages: 280

Change Management

...CHANGE MANAGEMENT (MGMT625) Table of Contents Lecture # 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. 38. 39. 40. 41. 42. 43. 44. 45. Topic Page # Course Orientation ................................................................................................. 1 Benefits and Significance of Change Management ............................................... 5 Kurt Lewin Model: Assumptions and Implications ............................................... 8 Implications af Kurt Lewin Model....................................................................... 12 Some Basic Concepts and Definitions ................................................................. 15 Transactional Vs. Transformational Leadership .................................................. 18 Theories of Change in Organisations................................................................... 21 Life Cycle Theory ................................................................................................ 22 Teleological Theories of Change ......................................................................... 25 Dialectical Theories of Change............................................................................ 27 A Dialectical Approach to Organisational Strategy and Planning ....................... 29 Limitation of Dialectics; DA and DI............................................................

Words: 62404 - Pages: 250

Change Management

...STUDY ON CHANGE MANAGEMENT; RESISTANCE TO CHANGE MANAGEMENT; AND TO OVERCOME RESISTANCE TO CHANGE. INDEX 1. INTRODUCTION TO CHANGE 2 a. CONCEPT OF ORGANIZATIONAL CHANGE 2 b. FORCES FOR CHANGE 3 2. CHANGE MANAGEMENT 5 a. PROGRESS THROUGH CHANGE MANAGEMENT 6 b. LEVELS OF CHANGE 7 c. TYPES OF CHANGE 8 d. STEPS IN MANAGING CHANGE 9 e. COMMON FACTORS TO SUCCESFUL CHANGE MANAGEMENT 10 3. RESISTANCE TO CHANGE 11 a. CAUSES OF RESISTANCE 11 b. SYMPTOMS OF RESISTANCE 13 c. BENEFITS OF RESITANCE 14 4. OVERCOMING RESISTENCE TO CHANGE 15 5. APPROACHES TO MANAGING CHANGE 18 a. HARRIS’S FIVE-PHASE MODEL 18 b. LEWIN’S THREE-STEP CHANGE MODEL 19 c. KOTTER’S EIGHT-STEP PLAN 20 6. CASE STUDY 22 7. BIBLIOGRAPHY 24 1. CHANGE ‘Change is the law of nature’. Nothing is permanent except change. Today’s business environment is unprecedented, in terms of the richness of its opportunities — and the scope of its challenges. The need to be nimble, to be able to make quick and effective changes in organizations, is vital in order to remain both relevant and competitive. Change......

Words: 6446 - Pages: 26

Change Management

...INTRODUCTION Organisational change is a crucial matter in any organisation. Through organisational change, organisations normally boost performance as it they work towards their preferred ideal state. Normally organisational change takes place as a reaction to an ever changing environment, a response to a current crisis, while sometimes the change is just triggered by the leading team or the management. Successful organisational change is not simply a process of adjustment but also requires appropriate managing capabilities. For achieving a successful change within an organisation there are so many topics to be taken into consideration. Thus this document looks at the causes of organisational change, its elements approaches, process, reaction to the change, management issues during the process of change as well as the possible factors that may lead to the unsuccessful organisational change. Part of this assignment will focus on techniques on how managers can effectively plan, organize, guide, control and create a culture that promotes a healthy employee attitude, motivation and behaviour during the period of organisational change. In the recent years it has been observed that most organisations went through changes in one way or the other. Organisations like Pay Pal, Google, Facebook, and YouTube has been observed to be among the top companies that change took them to higher heights. Just like any other organisations Botswana Post has in the recent years underwent......

Words: 5155 - Pages: 21

Change Management

...Making Sense of Change Management, 2nd edition Case studies – text and questions Contents Case study 1: Aster Group 3 Case study text: Aster Group 3 Introduction 3 History, culture, orientation 4 Drivers for change 6 Leadership 8 No shotgun wedding 9 The transition period – one year on 11 Project management 12 Organizational development 13 Developing management and leadership capacity and capability 14 Case study questions: Aster Group 17 Individual change 17 Team change 17 Organizational change 18 Leading change 18 Case study 2: The Institute of Public Health in Ireland 19 Case study text: The Institute of Public Health in Ireland 19 The work of the Institute 19 Beginnings 20 Initial challenges 20 Strategy implementation 22 Vision and values 22 Leadership style 23 Management board 24 Working across the border 24 Learning 25 Case study questions: The Institute of Public Health in Ireland 28 Individual change 28 Team change 28 Organizational change 29 Leading change 29 Case study 3: The Kitchenware Company 30 Case study text: The Kitchenware Company 30 Drivers for change 31 Taking the bull by the horns 32 Leadership 33 Moving forward 34 Taking stock 34 Stakeholders 35 Next steps 37 Case study questions: The Kitchenware Company 38 ...

Words: 16122 - Pages: 65

Change Management

...Making Sense of Change Management, 2nd edition Case studies – text and questions Contents Case study 1: Aster Group 3 Case study text: Aster Group 3 Introduction 3 History, culture, orientation 4 Drivers for change 6 Leadership 8 No shotgun wedding 9 The transition period – one year on 11 Project management 12 Organizational development 13 Developing management and leadership capacity and capability 14 Case study questions: Aster Group 17 Individual change 17 Team change 17 Organizational change 18 Leading change 18 Case study 2: The Institute of Public Health in Ireland 19 Case study text: The Institute of Public Health in Ireland 19 The work of the Institute 19 Beginnings 20 Initial challenges 20 Strategy implementation 22 Vision and values 22 Leadership style 23 Management board 24 Working across the border 24 Learning 25 Case study questions: The Institute of Public Health in Ireland 28 Individual change 28 Team change 28 Organizational change 29 Leading change 29 Case study 3: The Kitchenware Company 30 Case study text: The Kitchenware Company 30 Drivers for change 31 Taking the bull by the horns 32 Leadership 33 Moving forward 34 Taking stock 34 Stakeholders 35 Next steps 37 Case study questions: The Kitchenware Company 38 Individual change 38 Team change 38 ......

Words: 16123 - Pages: 65

Change Management Strategy in the Organization

...What is a candidate key ? A table may have more than one combination of columns that could uniquely identify the rows in a table; each combination is a candidate key. During database design you can pick up one of the candidate keys to be the primary key. For example, in the supplier table supplierid and suppliername can be candidate key but you will only pick up supplierid as the primary key. What is the difference between DELETE TABLE and TRUNCATE TABLE commands? Following are difference between them :- √ DELETE TABLE syntax logs the deletes thus make the delete operation slow. TRUNCATE table does not log any information but it logs information about deallocation of data page of the table so TRUNCATE table is faster as compared to delete table. √ DELETE table can have criteria while TRUNCATE can not. √ TRUNCATE table can not trigger. What is the difference between a HAVING CLAUSE and a WHERE CLAUSE? You can use Having Clause with the GROUP BY function in a query and WHERE Clause is applied to each row before they are part of the GROUP BY function in a query. How can you raise custom errors from stored procedure ? The RAISERROR statement is used to produce an ad hoc error message or to retrieve a custom message that is stored in the sysmessages table. You can use this statement with the error handling code presented in the previous section to implement custom error messages in your applications. The syntax of the statement is shown here. RAISERROR ({msg_id |msg_str......

Words: 1735 - Pages: 7

Change Management

...Allocation of answer script among the college teachers using automation process instead of manual process: The case of Directorate of Secondary and Higher Education, Bangladesh, Dhaka [pic] Course: PPG-505 [Organization Theory and Behavior] Submitted to: Dr. Tawfique M. Haque Deputy Director, MPPG Program and Associate Professor North South University Submitted by: Laila Parvin Suchi ID No: 1412128085 MPPG Program, 5th Batch, North South University Date of submission: 18th March’ 2015 Organizational Perspective: After the independence of Bangladesh many changes and development took place at the secondary level of education system. . In 1981 the office of the Director of Public Instruction (DPI) was upgraded as the Directorate of Secondary and Higher Education (DSHE). In 1983 the government formed a cadre named BCS (General Education) and the government college teachers came under the cadre service Under the overall supervision and guidance of the Ministry of Education (MOE), the Secondary and Higher education system of Bangladesh is being managed and administered by the Directorate of Secondary & Higher Education (DSHE).The Directorate is headed by a Director General who is responsible for administration, management and control of secondary and higher education including madrashas (institutions imparting religious education) and other special types of education. The Director General is assisted by 4 Directors who......

Words: 2885 - Pages: 12

Change Management

...that group show the strengths they are good at. These structures will influence employee behavior because they will have to work between departments and with others to achieve the task they have or goals they are trying to reach. Riordan Manufacturing has a goal ahead of them that they are trying to reach 50 million dollars in revenue. The most effective organizational structure to reach this is bureaucracy. Bureaucracy will keep everything with the people who specialize in their particular field. By doing this the goal for their sales can be achievable because the best people will be working in the areas that they belong. This structure will also prevent duplication of work. Employee behavior should increase because those who crave work within their expertise will be given that opportunity. It is a chance to do something they thrive in. The only negative effect will be those that have worked in the field for so long may need to take a back seat for a while until the bureaucracy has proved efficient.   Riordan is an organization that strives for excellence. They do so by recognizing and accommodating diversity and culture. Among the top priorities, Riordan values fairness, teamwork, and innovation. Management works hard to make their employees feel valued but in return expects that employees will work hard and work well together to accomplish all goals.  When implementing change, however, many companies’ employees do not handle change well and,......

Words: 1287 - Pages: 6

Change Management

...background to organizational strategic change ............................................................. 1 1.1: Discuss models of strategic change ................................................................................................... 1 Kurt Lewin’s 3 phases Change Theory .................................................................................................. 1 McKinsey 7-S Model.............................................................................................................................. 2 Kotter’s 8 Step Change Model .............................................................................................................. 3 1.2: evaluate the relevance of models of strategic change to Philips in the current economy ............... 6 1.3: assess the value of using strategic intervention techniques in organizations................................... 7 2: Understand issues relating to strategic change in an organization .......................................................... 8 2.1: Examine the need for strategic change in Philips. ............................................................................. 8 2.2: Assess the factors that are driving the need for strategic change in an organization. ..................... 9 2.3: Assess the resource implications of the organization not responding to strategic change .............. 9 3: Be able to lead stakeholders in developing a strategy for change......

Words: 5546 - Pages: 23

Change Management

...Mean to Manage Change? Learning Objectives By the end of this chapter, you should be able to: • • focus • • • • Describe what it means to manage change. Exhibit a proactive approach to managing change. Identify five types of change. Exhibit a change readiness mind-set. Describe the six change management competencies. Create a performance improvement plan. Change in business, as in life, is inevitable, and the amount, pace, and complexity of change are accelerating at an ever-increasing rate. Thus, whether it is called reengineering, culture change, global execution, or mergers and acquisitions, there is more organizational change to contend with than ever before. Change also impacts our personal lives. We change jobs; our children leave home; and sometimes we move across the country. Thus, the period in which we are living is one in which change is the norm. What does this mean for you? Today, the responsibility for managing change is part of your job description. In fact, everyone in a leadership role must take on the challenge of helping his or her organization change in a way that ensures its future viability and competitiveness. More than anything else, managers who successfully play the role of change agent realize they can no longer approach change in the oldfashioned way, assuming that someone else will take responsibility for managing change. Kevin is an example of how today’s managers need to think about their change leadership......

Words: 6303 - Pages: 26

Change Management

...MANAGEMENT OF CHANGE INTRODUCTION It is said that the only constant thing in life is change. This means that change is to be expected in all aspects of life yet most people find it difficult to adapt to change. Change is so fundamental to all things in the world that it is the most important obstacle to overcome in a game of survival of the fittest. It is constant for all times. Those who adapt to change evolve and become better like the butterfly while those who resist become extinct like the dinosaur. Bill Gates, the founder of Microsoft, believes that people who are reactive and let change overwhelm them or pass them by will perceive change negatively. But those who are proactive seek to understand change and embrace it; the idea of something new is positive, exciting and uplifting. Organisations that have realized the inevitability of change have accepted the onerous tasks of managing it. This unchallengeable fact may have been the reason behind the craving by many to understand change, as a phenomenon from wider and deeper perspectives. Consequently, this perhaps, has attracted to the field of management, a flood of change theories and practices. Peter Drucker defined Management as a multipurpose organ that manages a business, managers, workers and work, while Peterson and Plowman defined Management as the process by which purpose and objectives of a particular human group are determined, clarified and effectuated. According to Harold Koontz, "Management is the art...

Words: 5051 - Pages: 21

Change Management

...Change management - the systems and tools for managing change Scope of change management This tutorial provides a summary of each of the main areas for change management based on Prosci's research with more than 900 organizations in the last 7 years. The purpose of defining these change management areas is to ensure that there is a common understanding among readers. Tools or components of change management include: Change management process Readiness assessments Communication and communication planning Coaching and manager training for change management Training and employee training development Sponsor activities and sponsor roadmaps Resistance management Data collection, feedback analysis and corrective action Celebrating and recognizing success Change management process The change management process is the sequence of steps or activities that a change management team or project leader would follow to apply change management to a project or change. Based on Prosci's research of the most effective and commonly applied change, most change management processes contain the following three phases: Phase 1 - Preparing for change (Preparation, assessment and strategy development) Phase 2 - Managing change (Detailed planning and change management implementation) Phase 3 - Reinforcing change (Data gathering, corrective action and recognition) These phases result in the following approach as shown below in Figure 1. Figure 1 - Change Management......

Words: 1289 - Pages: 6