Organizational Change Role as a Change Agent The most important aspects of the role of a change agent includes driving and selling change to the individuals within an organization by defining the current situation and the prevailing problem precisely, suggesting a possible solution, gaining support from those involved and then implementing the change. This enables an organization to sustain its current performance and ensure its future performance by helping people to work effectively as they plan, implement and go through the change process. Driving Change in an Organization through Daily Actions While driving change in an organization successfully the following actions are need to be taken particularly through daily actions of the change agent or the responsible person: 1.
Clearly defining the problem and suggesting the possible solution(s). 2. Talk with persons affected to have a knowledge and understanding of their concerns. 3. Acknowledge the impact of the change and help people to cope with the learning curve by arranging training sessions, counseling and support. 4. Circulating information about the reasons for the change, its expected results and likely consequences. 5. Selling the change to the people or group of people so that it is not perceived to threaten their rights and resistance to change is reduced. Suggested Plan for Managing Resistance and Conflict Maurer (1996) observes, "The energy of resistance can be a powerful and frightening force" (p. 25).
So following approaches as set out by Kotter and Schlesinger (1979) are necessary for managing conflict and resistance to change: Education and communication of information to help employees understand why change is necessary, through e. g. briefings and newsletters Participation and involvement of employees in the change process so that the change is not perceived to have been imposed from above. Facilitation and support from the top management by means of special training and job stress counseling. Negotiation and agreement with the aggrieved members to neutralize resistance. Manipulation by the managers of the staff that are negatively affected. Explicit and Implicit Coercion in the form of penalties, victimizing individuals by means of negative reinforcement. Organizational Leadership Plan for Change Tim Creasey studied 288 companies who had the best strategies for change management (Creasey 2003) and concluded that employee resistance was the most important hindrance in the way.
Thus organization’s top leadership needs to develop a plan that enables it to drive the change with minimum possible resistance, dissatisfaction, ambiguity and grievances. Role of Leaders in Change Management Reducing people’s resistance to change in order to promote development in the organization is among the most important responsibilities of an effective leader.
During forceful change times, employees will expect reasonable planning, confident decision-making, and regular timely communication by the management. Hence there should be a climate of trust between the workers and the top management that brings hope for better performance in the future, and that makes coping with the change much easier. Plan to Achieve Higher Levels of Effectiveness and Efficiency and the Creative Processes The very first step is to prepare for the change.
Preparing is about gathering required resources, by building healthy organizations. Organizations that are healthy are better able to grapple with change. The second step is the change implementation. This is spread from the period of announcement of the change to the implementation of change. Leaders play a critical role during this process. During this period the organization is unstable due to prevailing fear, confusion, reduced productivity and unclear job directions.
They should acknowledge the feelings and work with employees. The final step in change management is the introduction of the change. This happens when the initial instability has been substantially reduced. At this time leaders need to create hope that the organization is working towards better future by improving the quality of work. This is the time to complete the change process, and ensure people are committed to it. Building Learning Organizations through Efficiency and Change Learning organizations facilitate the learning of its members and continually changes and evolves.
One of the basic characteristics of learning organizations is that they proactively creates and acquires knowledge and improves and transforms itself. Thus by deriving the change in organization through proper planning and implementation we can ensure that the organization is capable of adapting itself to the new environment and sufficiently flexible to cater the needs of modern day management. References Bacal & Associates. (n. d.). The Importance of Leadership in Managing Change. Retrieved April 19, 2012, from The Work911 website: http: //www. work911.com Dunford, R.; Palmer, I. (2008). Managing Organizational Change.
2nd Edition. McGraw-Hill Irwin. Haslam, S. and Pennington, R. (n. d.). Models of Resistance to Change. Reducing Resistance to Change and Conflict: A Key to Successful Leadership, Article One, 9 pages. Retrieved April 19, 2012, from Resource International Database. Robbins, Stephen P. and Timothy A. (2010). Organizational Behavior. 14th Edition. Prentice Hall.