Essays on Factors that Make Change Challenging, Intense, and Difficult to Achieve Coursework

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The paper "Factors that Make Change Challenging, Intense, and Difficult to Achieve" is an outstanding example of management coursework.   The perception of change varies from one organization to the other. Change is an exciting opportunity to grow to some organization whereas to others it is a threat. Moreover, other organizations perceive it as a disruption of normal routines. Change involves a total overhaul in the mindset, structure, and policies in a setting, whether enacted on a small part of the greater part of the organization. Agents of change range from external influences such as technological changes and change in government policies to internal factors within the organization.

These internal changes include changes in human resources and new production methods among others. Most organizations invest heavily in project management and change management, but the major question here is why most of those organizations are unable to achieve their envisioned goals. Several factors may cause the inability to meet a vision during the implementation process. The human force is not always receptive to change. Getting them to change their mindset is often one of the major derailing factors.

Among other factors that make change unattainable are inclusive of corporate culture, lack of change expertise, inadequate resources, lack of motivation among the employees to implement the change and an uncommitted management team. It is so challenging, intense, and so difficult to achieve success when planning and implementing change because it involves factors that are deep-rooted in an organization and affects every aspect of it (Zhu 2013). These factors are planning, committed leadership, aligned human force, defined governance, and informed stakeholders. Factors that Make Change Challenging, Intense, and Difficult to Achieve Each organization has its best approach to achieve its target goals.

Any organization undergoing change management has to be aware of the kind of change it is anticipating, why they want the change and how they are going to achieve the change (Mayle 2009). Despite having many other factors necessary for successful change management, there are common factors crucial for change management success which when overlooked lead to failure. The extent to which the above factors apply will depend on the amount of change required. Some projects have a specific timeline but when it comes to change, change is a gradual thing (Blaber 2004).

The success of the envisioned change will become the norm and should be incorporated fully into the system. Improvements can later be made for the success of the organization. Planning Planning is crucial for goal-realization as the organization will develop and layout objectives that act like a success gauge. Proper planning is directly proportional to successful change. Planning helps, an organization to identify the current position, project what is to be achieved, and put down into details the firms’ objective.

More also, it helps the organization to access the effect of the change applied to the organization and ensure that the change strategy is aligned with the business strategy. By looking at the plan, the company can identify whether the proposed change will be beneficial to the company or not even if the change was directive (Fullan 2014). A change planning process should involve the following.

References

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Blaber, P 2004, Change management, Carlisle Barracks, PA, U.S., Army War College.

Cameron, E & Green, M 2004, Making sense of change management a complete guide to the models, tools & techniques of organizational change. London, Kogan Page. http://www.books24x7.com/marc.asp?bookid=787

Conner, D R 2006, Managing at the speed of change: How resilient managers succeed and prosper where others fail, Random House.

Cummings, T & Worley, C 2014, Organization development and change, Cengage learning.

Carmichael, D G 2006, Project planning, and control, London, Taylor & Francis.

Fernandez, S & Rainey, H G 2006, Managing successful organizational change in the public sector, Public administration review, 66(2), 168-176.

Fullan, M 2014, Leading in a culture of change personal action guide and workbook, John Wiley & Sons.

Harrington, H J, Conner, D & Horney, N L 2000, Project change management: applying change management to improvement projects, New York, McGraw Hill.

Hewitt-Taylor, J 2013, Planning successful change incorporating processes and people, Nursing Standard, 27(38), 35-40.

Kerzner, H 2001, Project management a systems approach to planning, scheduling, and controlling, New York, John Wiley. http://www.books24x7.com/marc.asp?bookid=2380.

Ponti, M D 2011, Why change fails. Nurse Leader, 9(4), 41-43.

Pugh, D S & Mayle, D 2009, Change management, Los Angeles, SAGE

Zhu, P 2013, Why is Success Change So Difficult?, Future of CIO, viewed at http://futureofcio.blogspot.co.ke/2013/05/why-is-successful-change-so-difficult.html

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