Essays on Difficulties in Attaining Organisation Change Coursework

Download full paperFile format: .doc, available for editing

The paper "Difficulties in Attaining Organisation Change " is an outstanding example of business coursework.   Organisational change involves a planned effort aimed at enhancing the business capacity and serving the market better. Organisational change occurs when an organisation realises that new process or technology increases their productivity or makes them more efficient to meet their customer needs (Smith, 2005). An organisation can only attain change if the employees available are able to understand and have confidence in value for a change. In the modern global environment, using the old methods cannot attain the required results in a fast-changing environment.

The success of an organisation depends on the management ability to react and adapt to change (Piderit, 2000). This has led to a need for lean thinking to enhance organisation performance. Despite this, organisations face difficulties in implementing change. Meeting the milestones in change has proved to be a difficult task for a lot of organisation (Todnem By, 2005). This essay looks at the reasons why organisations face difficulty in implementing change. The essay will use examples of organisations that in past have tried to implement new approaches to performance improvement in business management and operations and the difficulties that they faced.

It will involve change approaches that have had high failure rates and the reason it occurred. The essay also critically discuss how this may affect the organisation attempts to become lean. Discussion Organisations desire to carry out change with the aim of becoming more competitive. It involves adopting more effective and efficient means of operation and being in harmony with the business environment. Despite this, there is always resistance to change with the aim of being in relative stability and predictability (Smith, 2005).

An organisation that rejects change to maintain their status quo leads to staleness and atrophy despite maintaining stability and familiarity. Despite the importance of organizational change, efforts in implementing change fail in some cases (Hussey, 2000). For example, among 300 electronic companies in the USA undergoing change to improve quality, only 10 % of them were successful. Research shows that almost 70% of change initiatives fail to yield the expected results (Jones, 2010). The high number of firms that fail in implementing change is astonishing.

This makes it important to determine why change management strategies fail. There has been a lot of literature on why organisation reforms fail. For example, when the change is too fast, people may fail to deal with it (Smith, 2005). Also, when the change is being done too slow, there is a risk that people will grow impatient and get bored which may act as a barrier. Change must have a purpose that is compelling enough. When the organisation members fail to see the purpose of change, there are high chances that it will fail (Todnem By, 2005).

For example, if some of the members fail to see the purpose of change, they may sabotage it. Organisations that fail to see change as a journey rather than a single step fails in implementing it (Nelson, 2003). An organisation is supposed to look at change as a long journey with several stages which have to be accomplished before gaining the final results. When implementing change, Kurt Lewin model can lead to a successful change. This involves following the steps of unfreezing, change and freeze.

During the unfreeze stage, people are taken from the state where they are not ready to be willing for change. This involves getting ready for change and understanding that the change is necessary (Burnes, 2004). Those involved are moved from the state of comfort to the new state. At this point, it becomes necessary to have change and people are motivated for it. The second state is a transition. Once the people are unfrozen, they have to be kept going for the change to be successful.

This is due to the fact that change is not an event but a process. People are moved to a new way of doing things. This is the hardest stage since people are learning about the new way of doing things (Smith, 2005). At this stage, most of the implementation processes fail. This is especially if there is poor communication on the desired benefits of change so that people do not give up. The last stage is freezing. People are moved from a stable state to the state where they are productive.

It is about establishing stability as changes have been made. People have to be made comfortable in the new way of doing things. For the change to be successful, following the model may help a lot (Todnem By, 2005). Despite this, most of the organisations implementing change fail to use appropriate change model.

References

Burnes, B., 2004. Managing change: A strategic approach to organisational dynamics. Pearson Education.

Cao, G., Clarke, S. and Lehaney, B., 2000. A systemic view of organisational change and TQM. The TQM magazine, 12(3), pp.186-193.

Grol, R. and Wensing, M., 2004. What drives change? Barriers to and incentives for achieving evidence-based practice. Medical Journal of Australia, 180(6 Suppl), p.S57.

Hussey, D.E., 2000. How to manage organisational change (Vol. 28). Kogan Page Publishers.

Jaffee, D., 2001. Organization theory: Tension and change. McGraw-Hill Humanities Social.

Jones, G.R., 2010. Organizational theory, design, and change. Upper Saddle River: Pearson.

Lewis, S. and Cooper, C.L., 2005. Work-life integration: Case studies of organisational change. John Wiley & Sons.

Lucas, H.C. and Goh, J.M., 2009. Disruptive technology: How Kodak missed the digital photography revolution. The Journal of Strategic Information Systems, 18(1), pp.46-55.

Nelson, L., 2003. A case study in organisational change: implications for theory. The Learning Organization, 10(1), pp.18-30.

Oxtoby, B., McGuiness, T. and Morgan, R., 2002. Developing organisational change capability. European Management Journal, 20(3), pp.310-320.

Piderit, S.K., 2000. Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of management review, 25(4), pp.783-794.

Smith, I., 2005. Achieving readiness for organisational change. Library Management, 26(6/7), pp.408-412.

Todnem By, R., 2005. Organisational change management: A critical review. Journal of Change Management, 5(4), pp.369-380.

Vakola, M., Eric Soderquist, K. and Prastacos, G.P., 2007. Competency management in support of organisational change. International Journal of Manpower, 28(3/4), pp.260-275.

Xiongwei, S., 2009. Why Do Change Management Strategies Fail? Illustrations with case studies. Journal of Cambridge Studies, 4(1), pp. 7-14.

Download full paperFile format: .doc, available for editing
Contact Us