@2010Organizational change management IntroductionChange management entails a well structured approach aimed at transitioning an organization from its present state to a much more desired future position. It is therefore a process within an organization whose aim is often to empower the respective organization employees to acknowledge change as well as embrace it within their present business environment. The transformation has essential impacts on the performance of the employees which essentially takes place when there is a variation with regards to how the staff was performing in the past and how are supposed to perform their task in order to ensue the success of the organization.
As a perceptible track towards transformation projects, organizational change management supports an organization’s expectations, communicates, and puts together teams as well as managing staff training (Heathfield, 2010). It therefore employs the use of various metrics, for instance leader’s commitment, communication efficiency, as well as the seeming necessity for organizational change in order to come up with accurate strategies, thus shunning change failures or resolving troubled change plans. Organizational change is undertaken under diverse dimensions. This can take place when the organization alters the whole operational approach in favor of its achievement.
The organization is capable of eradicating or including various sections in its constitution coupled with the general nature of its action. For the accomplishment of an organization, the people involved have to embark on a variety of important amendments in their progress. The directors must consequently try to make certain that momentous changes in their organizations are present. For they have the responsibility of guaranteeing the organization’s achievement (Heathfield, 2010). Hurdles to Organizational ChangeSchemes employed by organizational managers towards organizational change may at times fall short of success to an organization.
The failures may be as a result of the many hurdles or barriers brought by the structure along with the various procedures employed by the organization or by the organization staff themselves. Among the barriers to organizational change are inadequate planning, lack of consultation and insufficient training. Deficient preparations come about when directors initiate amendments with no preceding training to the employees. People do have psychosomatic requirements that may obstruct them from giving immediate response to commands.
The aspect of giving new commands that can be utilized in organizational restructuring may at times not be well embraced if effective training is not given to employees for the major purpose of convincing them concerning the importance of embracing change within the organization (Heller, 2006). It is also rather essential that the organization takes consideration of their overall attitude and perception towards the change process. In a situation whereby those dealing with the strategic change plan are well focused concerning their intended goals, they may sometimes not put into consideration the fact that the alterations or changes being initiated may have an impact on other stake holders within the organization.
If the opinions of the staff members are not integrated into the plan, anger may result which may further affect the effectiveness of the proposed changes.