Example Of Organizational Changes Business Plan

Type of paper: Business Plan

Topic: Development, Organization, Management, Success, Initiative, Change Management, Strategy, Culture

Pages: 4

Words: 1100

Published: 2021/02/10

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Abstract

There is organizational call for a triple bottom line approach through which the organization progress and success lean when the concept of change is touched. This call pegs on the organization's measure of profits and its impact on the organization’s employees, shareholders, suppliers, management and the community to which it operates. Among the aspects contributing to organization's success is its effectiveness in managing change. This paper gives an insight scrutiny of organizational change in a broader perspective. The facets encompassed within this organizational change management entails the application of the best organizational development process skills by the executive management of an organization. Secondly, is the short-term and long-term application of the change strategies within an organization for the realization of positive feedback. The last facet covered within this research paper is the evaluation and presentation of the impacts of the resources upon an organizational change management.
Keywords: change management, re-organization, change initiative
Change is an inevitable aspect of business undertakings and should be embraced throughout the organization. Any organization should re-organize its operations in the most efficient manner to implement the time-to-time changes arising in its course of business activities in order for the employees to be proud and have a feeling of belonging to the organization (Pugh, 2009). Effective organizational change management, make the company stand out from the usual “cut-throat” business environment by the manner in which they promote and empower their team members, committed to environmental sustainability, how they treat their customers and their overall response with the suppliers.
Change within an organization can present a time of loss or a time of exciting opportunity, threat or disruption. One view expressed by Dibella (2013) is that the process on how the organization respond to a call of change is managed, creates the difference between thriving and surviving in a business or work environment.
Every business strives to be highly profitable and to uphold the concept of perpetual continuity, therefore the executive management of the organization should apply specific and best organizational development process skills to ensure that it manages change in the most desirable manner as this paper outlines.

The Best organizational development process skills in managing change.

Involvement of every layer of the organization -The executives tasked with the strategic planning often do not consider the extent to which the frontline and midlevel people can contribute positively or negatively to a change initiative. The line through which change is rolled out is overwhelmingly smoother if all these people are tapped as early as possible for their input on those particular changes and issues that will have some effects on their jobs. A similar view is held by Cameroon and Green (2012) shows that those individuals at the frontline are rich repositories of skills and knowledge about the exact loopholes of possible glitches within the change initiative, the logistical and technical issues that ought to be addressed, and the possible reaction from the customers to the changes. Furthermore, their whole-hearted engagement often smoothens the process of complex change undertakings, whereas if they show resistance that would impose an ongoing challenge in the change implementation.
The early engagement of the organization’s multiple levels of the hierarchy ensures broad involvement that would save untold headaches there later. This cross engagement not only ensures surfacing of more information, but also makes the stakeholders to the change initiative more interested since they have a hand in developing the plan (Cameroon & Green, 2012).
Leading with the culture -The executives should embrace the aspect of culture when trying to implement a change initiative within an organization. An organization’s culture is critical and contributes immensely to the organization’s success with regards to change management. This becomes true as the importance of culture is having a widespread recognition throughout the organization and beyond to the community, other organizations in the industry and the stakeholders in general.
The executives should view the company’s culture as the past legacy through which the organization would want to define it’s on moving. That is, drawing an emotional energy from the culture itself instead of trying to change it (Blokdijk, 2008). This calls on the executives to tap into the way individuals work, think, feel, and behave in order to provide an enhancement to the change initiative. In order to maximize on this emotional energy, the executives look for the elements of the culture aligning to the change, converge them to a foreground, and then ensure attracting the attention of those parties who the change will have impact on.
Start the change initiative from the top -It is of great importance to ensure engaging employees at each and every level as early as possible in the undertaking of the change initiative, but every successful and effective change initiatives usually start at the top, with a well aligned and committed group of executives who are having full support of the CEO. Dibella (2013) suggests that ensuring this alignment, though should give provision that the work is done in advance enough to ascertain that every party agrees to the case for the change and the details pertaining to the implementation of such change.

Application of the change strategies within the long-term and short-term measures

Power coercive
Individuals will always complain over change initiatives, and only do what they are directed to do, or can be made to do. In order to achieve a successful change initiative, there should be an exercise of authority and also the imposition of sanctions.

Environmental adaptive

In this strategy, individuals tend to oppose disruption and loss but they readily adapt to new circumstances. This strategy is supported by Blokdijk (2008) that change is founded on building a new company and the gradual transfer of people from their old ways to new ways.

Normative-reeducative

Individuals are social beings and always adhere to cultural values and norms. Therefore, for the realization of a successful change it must be based on the redefinition and the reinterpretation of the existing values and norms, and ensuring commitment to new ones.

Empirical-rational

Individuals are rational beings and always follow their self-interest as it is revealed to them. Attaining a successful change involves proffering of incentives and ensuring effective communication of information (Pugh, 2009).

Impacts of resources on change initiatives

An organization strategizing to execute a change initiative keeps into consideration the availability of resources or lack of it. This would give a picture of the resources requirement for the change to be undertaken. A successful change is carried out under a well-formulated structure in which the readily available resources would be sufficient for its realization.
A capital extensive change should be implemented only when the resources necessary are already available to avoid failures of resource inadequacies. A change that entails hiring or firing of workforce is another resource intensive initiative, and thus an appropriate mechanism should be put in prior for a successful ending.

Conclusion

Generally, change initiatives are costly and time-consuming, but impacts on an organization’s endeavor toward success. The fact being that change is unavoidable, an organization needs to sort the best practices to adapt effectively and ensure sustenance of such changes. Change management is viewed as a necessary organizational capability cascading across the portfolio, in which it manages projects and programs. Every strategic change in an organization is as a result of programs and projects undertakings, and, therefore, a successful organization leads change through an effective management of their programs and projects.
Change becomes the by-product of execution of the organization’s programs and projects. Towards the formulation and implementation of a successful organizational change strategy, institutions need program and project managers with know-how and skills to navigate and drive the change, and at the same time ensuring that these changes align strategically with the business goals. The failure or success of a change initiative is much beyond initiating, planning, executing, monitoring and evaluating the project driving the change. It further involves aligning the organization for transformation, making sure that the stakeholders buy-in, and then engaging the executive sponsors to champion the change before, during and after its execution.

References

Blokdijk, G. (2008). Change management 100 success secrets the complete guide to process, tools, software and training in organizational change management. Brisbane, Australia: Emereo.
Cameron, E., & Green, M. (2012). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. London: Kogan Page.
Dibella, A. (2013). Implementing organizational change: Theory and practice/strategic organizational change: Building change capabilities in your organization. Academy of Management Perspectives, 7, 85-86.
Pugh, D. (2009). Change management. Los Angeles: SAGE.

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