Essays on Causes of Failed Change Essay

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The paper "Causes of Failed Change " is a perfect example of a management essay.   Managing change has been the issue of debate in many organizations. Due to changes in the global market due to economic changes and competition, many organizations are contemplating how to increase their competitiveness and one strategy is to ensure effective change management. For instance, due to the global financial crisis many organizations restructuring their organizations so that they can be able to manage the financial crisis (Waddel & Worley 2002). This is one way in which change is being implemented in many organizations.

However, the big question is that has many organizations managed to implement change successfully? There are arguments that many organizations have not managed to implement change in their organizations succeed while others argue that change has been implemented successfully. In this regard, this essay will discuss that change has not been implemented successfully due to a number of factors that affect change. Further, the essay will discuss the procedures and strategies that can be put in place to ensure success in change implementation. Causes of failed change Change implementation has not been successful in many organizations because the management of various organizations lack clear reasons why they need a change in their organizations and the objectives of change.

The management of the organizations fails to design SMART objectives and reasons why they need to implement change in their organizations (Baum 2000). Lack of clear goals and objectives of change implies that there will be diversity in interests in the organizations. The stakeholders could not be able to support the change because they don’ t understand what will be the benefits of the change to the organization hence they will tend to resist change.

However, there are some changes that do not require the opinion of some of the stakeholders like the employees since the change will affect them hence they will automatically resist the change.

References

Agocs, C. 2001, “Institutionalized Resistance to Organizational Change: Denial, Inaction and Repression.” Journal of Business Ethics, Vol. 16, No. 9, pp. 917-931.

Baum, D. H, 2000, Lightning in a Bottle: Proven Lessons for Leading Change Chicago: Dearborn.

Goodstein, L & Burke, W. 2000, “Creating Successful Organizational Change,” Organizational Dynamics Vol. 19, No. 4, pp. 5-17.

Kegan, R & Lisa L. 2001, How the Way We Talk Can Change the Way We Work: Seven Languages for Transformation. An -Bass.

Kotter, J. P. 2012, “Leading Change: Why Transformation Efforts Fail.” Harvard Business Review, Vol. 73, No. 2, pp. 59-67.

Kotter, J 1996, Leading Change. Boston: Harvard Business School Press.

Larkin, T & Larkin, S 2004, “Reaching & Changing Frontline Employees.” Harvard Business Review, Vol. 74, No. 3, pp. 95-104.

Mann, D. 2006, “Why Supervisors Resist Change & What You Can Do About It.” Journal for Quality & Participation, Vol. 23, No. 3, pp. 20-22.

Miller, W. R & Stephen R. 2002, Motivational Interviewing: Preparing People for Change, New York: Guilford.

Nadler, D. 1998, Champions of Change: How CEOS and Their Companies Are Mastering the Skills of Radical Change. San Francisco: Jossey-Bass.

O’Toole, J. 2005, Leading Change: Overcoming the Ideology of Comfort and the Tyranny of Custom. San Francisco: Jossey-Bass Publishers.

Quinn, R. 2006, Deep Change: Discovering the Leader Within. San Francisco:Jossey-Bass.

Waddel, C & Worley, D. 2002, Organisational Change: Development and Transformation, 5th Edition Author: Cengage Learning Australia.

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