Managing Organizational Change Essay Example
MANAGING ORGANIZATIONAL CHANGE 7
Managing Organizational Change
Managing Organizational Change
Increased development in global, economic and technological issues creates inevitable change that is currently witnessed in many organizations across the world. Accoding to Waddel (2011), he feels that in doing this, there is a varied difference that isolates change happenings in an organization over the planned change by organization leaders. Lewin’s focuses on planned organizational change, the whole context revolves leadership development towards creating improved performance. The organizational change is an initiative designed and executed by leaders of the organization. Normally the initiative is aimed at solving the prevailing problems in the organization. Many managers yarn to remain in their best form while delivering. To them, their organizational norms among other factors such as increased competition in the shared market. In playing a winning role managers will work towards creating new advantages for the organization to survive in a bitterly contested market.
Proposed Change Initiatives in an Organization
In an organization setting there are different driving forces that governs the planned change. Basically, organizational norms work as one constant system’s behavior, while the competing environment sets in a varied force something that calls for innovative measures hence, resulting to two different forces in the organizations management. As suggested by Sandar (1996), when the forces magnitude is equal the organization performance is maintained, in what Lewin refers to be a state of stationary equilibrium. For managers to initiate change an improved version of the norms can be re-applied in the organization setting, hence triggering performance of the group responsible. Usually, innovative leaders introduce increased force in the norms of the organization to achieve better results, while avoiding possible resistance. The managers have to give a valuable time while introducing new ideas. This is purposefully done to earn the back up from the junior workers. The whole concept involves selling the idea to the people who are directly involved in execution (Waddel, 2011).
Lewin’s Steps of Organizational Management Change
For any organizational change to be effected there are three major steps that the leadership has to possibly go through. According to Lewin unfreezing marks the initial step, here the management is engaged in reducing available forces that hinder their newly initiated organizational cultural practices. These are usually psychological measures directed by the managers over the entire organizational workforce. The responsible managing organ introduces desired information. The main role here involves motivational initiative, which directs workers engagement in the new practices (Vaill, 1991).
Moving marks the second step. Here the organization behavior is shifted; new practices are now adopted in organizations departments. Where, workers are expected to responsibly follow the organizational structure and procedures. To them these are new ideas of a better standard than what they were used to, as it concerns increased responsibility and hence, this guarantees them increased challenges (Waddel, 2011).
The final step as per Lewin’s suggestions involves refreezing. The organization having initiated new plans on functional execution and accountability, a new state of equilibrium is eminent. The organization at this stage is in a stabilized state. Here equal measures are required to boost mechanism that works in support of the newly adopted organizational behavior. This involves creation of new organization policies that holds all workers responsible in the present state such measures might be organizational culture and norms.
The Action Resource Model
Waddel (2011) affirms that in this model the leadership focus is directed on planned change that is seen to be a revolving process. The initial research process serves as the only guide in attaining the next step, information availed works in imitating level in attaining management objectives in the required changes. The initiative here majorly depends on the earned experience from the previous organizational norms and structural practices.
Basic Steps in gathering Data
When organizational managers plan for changes in the organizational practices there are several critical informational steps to be considered, this includes:
Identifying real problems that has to be addressed
Involve experts through consultation for better results in behavior change
Design a data collection system to help analyze the real problem while giving equally reliable solutions
Obtain feedback from reliable clients or groups
Involve all organizational stakeholders in solving the problems
Design a joint action plan and agree on modernity of implementing
Implement the plan as agreed by the relevant stakeholders of the organization
The information gathered serves as the only reliable source that identifies the problems in the organization, gives the possible solutions and further identifies the best way of solving, while creating new ideas on best practices for improved results (Sandar, 1996).
The Key Stages in Action Research
Develop an enquiry organ within the organization
Get to inquire it the workable practices
Identify the themes applied
Project on the future expectations concerning performance
Develop a plan and deliver modalities of improving the future of the organization
Loscher’s Take on leadership
To his understanding of leadership and practices, he identifies the crucial element that determines organizational change. This includes setting clear organization destine vision to be achieved, have a transparent and trustworthy team to work for the identified mission and lastly work on modalities of discouraging corruption cases among the organizational organs . The organization will remain relevant in meeting all demands from customers. As a leader Loscher will set time purposely to meet relevant stakeholder such as the customers and political units in the market. A frequent personal interaction according to him creates the possibility of identifying some of pressing issues to be dealt with. This are part of issues that raises concerns for the radical measures that involves valuable change, to support organizational sustainability in a hotly contested market.
His leadership trait is seen to be different, when compared those well described above. The trait involving personal frequent interaction with the relevant organs isolates him from the previous Siemens’ leaders. To him the frequent direct interaction with customers creates a bond, which is important in identifying what quality measures has to be introduces for proper customer satisfaction. In achieving this, a different force is introduced necessitating required changes in the management style. Hence, promising great returns and improved organizational performance in line with assured organization sustainability.
Siemens AG is a global electrical and electronics business. The organization has turnover of nearly 60 million pounds, the company has created employment to approximately a half a million people across the world. The organizational culture was radically changed through initiation of a centered vision, which involved management and the rest of junior employees. This shared organizational dream built at Siemens was aimed at attaining higher performance. According to their records the objective was everyone’s responsibility starting from the senior executives to the very newest trainee.
Vaille, P. (1991). Managing as a perfoming Art. San Francisco: Jossey-bass publishers.
Sandar, L. (1996). Reaching and Changing Frontline Employees. “Havard Business Review”, 95-104.
Waddel, C. W. (2011). Organizational change, Development & transformation. South melboume: Cengage Learning ISBN Publisher
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