Organizational change managementIntroductionOrganizational change is a change that takes place in an organization and may have significant impacts on the organizational staff performs their duties. This occurs when there is a difference between how the staff is performing and what they should be doing for the success of the organization. Organizational change management is a designed method of changing organizations and their staff from their current state to the state is desired for success of the organization. Organizational change management aims at enabling the staff to take up and embrace changes that are implemented in the organization.
Organizational change takes place in different dimensions. It can occur when the organization changes its entire operational strategy for its success; an organization can eliminate or add some sections into its structure and also can change the overall nature of its operations. For organizations to succeed, they must pass through various important changes in their developments. Organizational managers must therefore make efforts to ensure that there is significant change in their organizations since it is their role in ensuring organization’s success (Stone 2005). Barriers to organizational changeInitiatives by the organizational managers may sometimes fail to succeed in the organization.
This may be due to barriers posed by the structure and procedures of the organization or the staff themselves. Some of the barriers to organizational change include inadequate planning, failure to consult and inadequate training. Inadequate planning comes in where the managers issue commands calling for change without prior training and information to the affected staff. Unlike machines, human beings have psychological needs that may hinder them from responding immediately to commands. Issuing new commands that are aimed at restructuring the organization may not be well embraced unless training is done to the employees to convince them to take up the new direction.
The company should take consideration of the attitudes and their fears towards the restructuring process. When those doing the planning are very focused on their objective, they may fail to consider the fact that the planned changes may affect several other people in the organization. When the opinions of the employees are not considered, this will result in deep anger and may hinder the success of the anticipated change (Dent & Goldberg 2009).
Another barrier to organizational change is failure to adequately consult those who will get affected by the changes. A notion that an organization can just be changed abruptly may create anger and resistance to the planned change. For a change to be properly embraced, the relevant members should ne fully informed and their opinions on the planned changes considered. Those who are required to participate in the process should be consulted and also the experts in a certain field that will be effected.
For example in the Kate Lahey article about the Telstra company, the plan of restructuring the organization that will involve appointment of two chief operating offices is reaching the other employees as rumours. This has resulted into resignation of one of the executives, an indication that they were not consulted when the plans were being laid. Consulting will help in eliminating blame in case the plan does not succeed.