Analysing organisation - Essay Example

Change Management Key Ideas There are four kinds of change, ly tuning, adaptation, reorientation, and re-creation, and they increase in intensityas we move from tuning to re-creation. Literature review suggests different kinds of principles for change management, the main idea of the majority of which is that the leader must be emotionally intelligent enough to know the right reaction to the right argument at the right time. (Nadler and Tushman, 1989). Change introduction and implementation is the toughest challenge for an organization (Kotter and Schlesinger, 2008).

Organizational change invites retaliation from the organizational personnel whose political and personal concerns are affected. One-size-fits-all formula does not work for change implementation. Measures to combat the challenges in way of change implementation must be customized according to the expected type of challenge. Transformation efforts fail because organizations underestimate the significance of individual phases that make part of the change process, and speed up the process by skipping them (Kotter, 2007).

All phases need to be dealt with very prudently because critical mistakes in even one phase can sabotage the whole process. Organizations must have a clear vision which should be communicated effectively to achieve optimal results. Key Insights Different kinds of changes call for different kinds of strategies, to be implemented successfully. Situational factors play a key role in the decision-making of the leader, though the objective should be achievement of ultimate success. The process of change must be divided into separate phases, and measures need to be taken to address the requirements of each phase.

Most of the organizations attempting to introduce change obtain average results with inclination towards failure. Organizational leaders do very little to communicate the vision of change to all the concerned personnel, and yet cannot figure out the barriers to communication. Vision may belong originally to one individual but is develop by mutual effort of the concerned individuals. It must be focused on the achievement of long-term benefits. Power politics and pathology are two factors which fundamentally govern the process of organizational change implementation.

Whenever a change occurs, the political dynamics of the organization is affected. A successful manager foresees the impact of change of the political dynamics and is able to do the needful to achieve optimal results. Intensity of a strategic change may bring forth the negative side of the organization. The leader also needs to understand the pathology of the organization and be able to deal with it. Application of Key Insights in Practice In order to implement a change with minimal inconvenience, a manager must have a firm vision in place which is convincing enough for others to endorse the change.

The manager must have a strategy customized to the expected outcomes of the change depending upon its political and pathological impact on the organization. The need for change and the strategy must be communicated at all levels within the organization through frequent meetings and persistent effort. The process of change must be divided into distinct phases, and the resources for each phase must be thoroughly assessed and arranged in advance. Finally, the manager must make use of emotional intelligence to combat the challenges that surface along the way.

References: Kotter, JP 2007, Leading Change: Why Transformation Efforts Fail. Harvard Business Review. Kotter, JP, and Schlesinger, LA 2008, Choosing Strategies for Change, Harvard Business Review. Nadler, DA, and Tushman, ML 1989, Organizational Frame Bending: Principles for Managing Reorientation. The Academy of Management Executive. Vol. 3. No. 3. pp. 194-204.