The paper "Challenges of Organizational Change Management" is a good example of business coursework. Three types of changes can occur in organizational change management, which are development change, transition change and transformation change (Fountain, 2010). An organization that concentrates on development change aims to conduct its operation in a better way than before. For instance, if the company used a batch process in production, a change to the continuous process would be referred to as development change. Development change can take place in various departments within an organization that may also include the use of information technology.
With development change, a company can be able to enhance operations as well as increase the overall organizational output. According to Waddel et al. (2013), transition management aims to replace the old way of doing things with new systems that are more effective. The type of change targets to alter the services offered by an organization, quality, and composition of a workforce. The transitional change can be used by an organization to ensure that radical changes in the organization are conducted (Tata Consultancy Service, 2013).
This form of change has arguably been the most sensitive as it may target areas such as organizational mission and vision. Other sensitive factors that can be changed due to transformation change include organizational behavior or culture, organizational structure, and objectives. Vallerie and Sutherland (2001) have described the change as a condition that can be made possible when the right agents are available in an organization. Change agents are very important in initiating organizational change as well as ensuring that all goals of change are adhered to. A change agent of an organization stands in the best position of initiating and overseeing a series of implementations to create a change in an organization.
A change agent should have a clear vision, good relationship with other employees and influence over others. A leader who has no influence over other employees cannot be able to initiate successfully and implement organizational change. In some situations, the process of organizational change has been assigned to three individuals that include strategists, implementers, and recipients. The strategists are the individuals in an organization who are responsible for making relevant proposals (Waddel et al. , 2013).
Changes strategies may emerge from various departments of an organization, which implies that strategists can come from any department. However, any strategy should use the right channel and protocol to ensure that the top management is aware of the impending changes. Change implementers are the agents responsible for operationalizing the recommended changes. After the change architects have proposed for change, the implementers are responsible for ensuring that all logistics are in place to make the change happen. Without implementers, organizational change cannot be realized since they make things happen.
The final group in the concept of organizational change is the recipients (also referred to as the changes). The major challenge in this section is establishing the specific reactions that these individuals can have towards a specific change (Tudor, 2014). They are very important in ensuring success or failure of a specific proposed change thus an important component in the change process. Since their roles of these individuals often come up at the final stages of organizational change, it is often a challenge to understand the preferences of these individuals.
Organizations that may initiate change by only considering organizational goal and disregarding the existing cultural dimensions of employees may not achieve success. Human resource component is one of the most unpredictable components in an organization yet the most important at the final stages of change implementation.
Fountain, J., 2010, Challenges to Organizational Change: Facilitating and Inhibiting Infromation Based Redesign of Public Organizations. Retrieved from National Center for Digital Government Kennedy School of Government: http://belfercenter.ksg.harvard.edu/files/fountain.pdf
Kothari, P., Mitchell, D., Moran, L., & Solomon, J., 2011, Organization Growth and Change Management:EMerging Challenges and lessons learned. Retrieved from W. Clement & Jessie V. Stone Foundation: http://silvergiving.org/system/files/pdf/2011%20Stone%20Foundation%20convening%20report_final%20version%201%2030%202012.pdf
Naghibi, M., & Baban, H., 2011, Strategic Change Mangement:The Challenges faced by Organizations. Retrieved from 2011 International Conference on Economics and Finance Research IPEDR vol.4: http://www.ipedr.com/vol4/108-F00035.pdf
Pryor, M. G., Taneja, S., Humphreys, J., Anderson, D., & Singleton, L., 2008, Challenges Facing Change Management Theories and Research. Retrieved from Delhi Business Review X Vol. 9, No. 1: http://dbr.shtr.org/V_9n1/v9n1a.pdf
Tata Consultancy Service., 2013, Change Management Theories and Methodologies. Retrieved from White Paper: http://www.tcs.com/SiteCollectionDocuments/White%20Papers/EntSol-Whitepaper-Change-Management-Theories-Methodologies-0213-1.pdf
Tudor, L., 2014, Change Management: Challenge and Opportunity for Sustainable Development of Roman Companies. Retrieved from Proceedings of the 8th International managment Conference: http://conferinta.management.ase.ro/archives/2014/pdf/47.pdf
Vallerie, I., & Sutherland, K., 2001, Managing Change in the NHS: Organisational Change. Retrieved from A review for HealthcareMangers, Proffesionals and Researchers: http://www.netscc.ac.uk/hsdr/files/adhoc/change-management-review.pdf
Waddel, D., Creed, A., & Cumming, T., 2013, Organizational Change: Development and Transformation. Lorong Chuan: Cengage Learning.