Over the past half a century, change management has stood out as the most important topic with regards to the business and organizational setting. Researchers and institutions all over the planet are constantly investing in the research and study projects where change management is the main focus. The investment in change management has become such an important issue that research and studies that are related to this topic have the capability to draw a large amount of interest. With this in mind, the question then becomes; what is it that is so important about change management? Change management has been defined differently from one setting to another and from one individual to another. Change management is usually dealt with as the sum of the various processes through which an organization deals with both the internal and external elements of change (Cameron & Green, 2004). Change management is defined as an approach through which an individual, a team, or an organization transitions or shifts from on state to another - usually desired - state. Within the business environment, change management has presented itself as being such an important element that the leaders within any industry are distinguished from those being led through the assessment of how well they react to change. In the analysis of change within the organizational and business environment, it is important to underscore the similarities that are presented through the definition that exist in both the business and organizational setting. Change management is important in different life disciplines but the importance differs from one setting to the other. Business and organizational settings have stood out as the two most concerned parties with regards to the topic of change management (Anderson & Ackerman-Anderson, 2010). The main aim of this paper is to define change management and analyze the concepts contained therein. This will be done through employing analytical tools and techniques in the assessment of a business organization setting. Change management is as important to a business as customer retention. Learning to address change within the organizational setting might pose as a greater responsibility for the management than the section of the organization being managed but effective change management is the sum of the different parties which make up an organization (Hiatt & Creasey, 2003).
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There are different change principles to take into note with regards to change management. These principles are important because they present the tools and techniques through which change management is not only effectively understood, but also undertaken. Although these principles might be analyzed as being more important to the people in leadership position, their importance in the people being led is even more. Change management is effective when most - if not all - of the people within the organization are involved (Green, 2007).
In change management, there are principles that distinguish effective change management practices from average change management practices. These principles are embraced in a bid to nurture excellence and avoid average results. Excellent leaders - with the business and organizational settings - are distinguished from their average counterparts - through the analysis of how they not only understand change management, but also put into practice the various principles presented therein. The first principle in change management is concerned with the responsibility of management. One of the greatest responsibilities of management has been presented as change management. Here, the principle advocates for those in authority to systematically address the human side that exist - and is in interaction with - the change processes. The second principle is concerned with the time and position of change. Under this principle, change is analyzed as beginning from the top and on the first day. This is important to take note of because the people effecting the change as well as those who are affected as advised on their roles, responsibilities, and expectation within the change processes. The third principle states that; real change within the business or institutional setting begins at the bottom. In the fourth principle, every party involved in the change processes is admonished to confront the various realities that exist therein, demonstrate faith in achieving the desired results, and design visions through which change management is to be handled effectively. The fifth principle deals with the various authoritative bodies involved in the course of change. This principles challenges people in authority positions to create ownership and this should not be limited to just buying-in. The sixth principle is important for all the parties involved and it challenges these parties to practice targeted over-communication. The seventh principle is concerned with culture and how the role it - culture - plays within the course of change. Change processes are made more effective in the event change is addressed effectively (Paton & McCalman, 2008).
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Any change of significance will create people problems, the new and fresh management will be forced to up their game, and jobs will be shifted, innovative skills will be of the uppermost prime and last but not least capabilities must be urbanized. Due to those changes then people would be force to feel uncertain and will finally differ from them. Such a move would be considered very daring because it puts the speed, morale and results at stake, that's on a reactive and case by case basis. It is advisable to deal with change management considering a disciplined approach being the key pillar amongst the four of them. Strategy, structure or processes requires as much data gathering and breakdown, planning and implementation discipline act as the re-creation of it. All those factors that have been listed there should be fully incorporated into program design and decision making, they both play and important role in informing and enabling strategic direction. Realistic assessment is ought to be the basis of the organization's history, and the capability to change and even readiness should be included. This should join multiple change initiatives. The good way of approaching change management is by starting with the leadership crew and they go flow the river of change to the key stakeholders and leaders. Remember not to forget to develop it early and adapt it often as change maneuvers through the organization (Anderson & Ackerman-Anderson, 2010).
Change is very worrying for people at all ladders of any organization. When on the apex, people would search for strength, support and direction from the CEO and the leadership. The leadership must change first to engage and inspire the rest of the organization speaking with one accord. And that isn't enough, they should also learn to practice what they preach or walk the talk to shape desired activities. Reading from the same script individual executive team players are undergoing their own personal changes and need to be uplifted so that they could be in synch in agreeing with their executive team members. Executive teams that speaks in one voice are expected to work well are allied and dedicated to the direction of change are intended to initiate the understanding and behaviors that are key and very instrumental to mold those changes towards themselves so as to incept the best chances to be successful without a shadow of a doubt (Anderson & Ackerman-Anderson, 2010).
As we meander through the transformation programs progress in the channel of strategizing, target setting, designing and implementing hinder different heights of the institution. The acknowledgement of leaders and pushing responsibility for design and implementation descending through the organization are identified by change efforts, the leadership team and has a responsibility of strategizing and setting targets and its direct analysis. Design teams streamed from the next level of executives and the senior managers have a responsibility of leading the change as an example and must be fully equipped to work across silos. The enforcement of change relies on line manager and personal effort makers. Every single layer must have acknowledged skilled leaders who are in synch to the company's vision. Armed to shoot down their specific tasks and be bold enough to inspire real change come to life. These rejuvenated leaders must be anchored off from their current dispensation and dyed-in-the-wool to the art of change (Cameron & Green, 2004).
Individuals are very rational and will inquire what length is change fitted well regardless of the direction of the organization, and the whether they personally want to initiate change. They will mine answer from their leaders quarry. Creating a written vision inclusive of articulating a formal case for change are worthless chances to create leadership team configuration. Leaders have a greater task ahead of customizing these messages for various interior workers unfolding the pending change in terms that are considerate to an individual. Demonstrating faith, showing the company has a brighter future and the instruments to get there.
Leaders should embrace the responsibility of providing road maps, guiding the behavior and making decisions throughout the course of the change processes. Being a change protocol requires a distributed leadership that has a great weight over the seen and unseen decisions to the superior team. The change leaders are also required to perform massively so as to give their juniors the heart and will to do so. They should lead as an example and work as an agent of change amongst the work-force assigned. They become very needy in terms of passive agreement or mere buy-in that the wave of change is satisfactory to all. Leaders are needed to take full responsibility of influencing change in all the departments they control. Possession is brought to life by making people available in knowing issues and crafting the way forward or the solutions to be precise. It is then made unbreakable by combining tangible (financial compensation) and psychological (Camaraderie, sense of shared destiny) motivation and plunder. Most of the companies use the "design and build" taskforce accompanied by essential change agents to urbanize the core strategies they will plan to put into action. Center and line managers are also engaged in the third phase of the change agenda to brush of the detailed implementation plans that will come forth (Anderson & Ackerman-Anderson, 2010).
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The organization ability to understand, adopt and act up on some of its goal should be very accurate or as good as the placed strategy. And there's one mistake that the change leaders intend to forget is that they way the feel or understand some issues isn't the same way that the others do. The most adequate and accurate change programs ensure that key message through normal and timely advice that is both captivating and inspirational or accomplishable. There's also a key tool that is very essential and of good use to the change management and that is communication which should be inbound and outbound at all costs. Its target is to facilitate the employees with the right information and the right time, petition for their input and receive feedback and arousing response to what they've heard. The program is required to have communicated overflowed through multiple and many channels, nevertheless the communication must be measured, in cooperated, consistent and individuality at it uppermost prime also. One of the instruments contributing to a good change leader is the art of speaking things from the heart and portrays a deep or a serious sense of self commitment and selfness is never welcomed. They are very good story tellers that see their stories from a key responsibility point of view in accordance to change process (Reib, 2012).
Company culture is a mixture of explicit values, shared history and beliefs and inclusive of common attitudes and behaviors. Change programs are often very demanding of things like amending, creating, retaining and merging not to be a failure. Culture is a very sensitive issue and should be addressed as any other area and be treated with care. And it also requires urbanizing a cultural/organizational problem-solving which is meant to define an explicit end-state. (Reib, 2012).
In conclusion, effective change management is the sum of the different inputs from all the parties involved in and affected by the change processes. Although the authoritative bodies within the business and organizational settings are bestowed with the greatest responsibilities in ensuring that change takes place effectively, all the parties are necessary so as to achieve success in the course of change (Reib, 2012).