How the Framework for Management Leadership And Change Can Be Used - Coursework Example

Organizational Change Management, a Framework for Change Name Name of the Institution 8 March 2016 Organizational Change Management, a Framework for Change Introduction From a business management perspective, it is evident that successful management of change is vital to any business for it to survive and succeed in the current competitive and continuously evolving world of business. According to Burnes (2004), change management framework is the process of continually renewing the organization's direction, structure, and its capability to serve the ever-shifting needs of the customers. To add on this subject, Burnes outlines that in modern days change is an ever-present feature of the business life, as it applies to both strategic and operational level in leadership and management. Thus, it is the responsibility of the organization to understand and identify the essential contribution of change, as it has the ability to define the future of the business. Further, for change to be useful to the organization the whole process of change needs not to be separated from the organizational plans. Although it is difficult for organizations to know the consensus that concerns a framework for organizational change, organizations should consider some important issues so that implementation of change in organizations benefits all the involved parties (Buchanan, and Badham, 2008). As such, the discussed issues are the models for a framework for change. As Burnes provide a better understanding concerning the framework for change, this paper focuses on describing these models of change by focusing on certain quadrants. The framework for change is categorized in different quadrant parts, but for each part, Burnes tries to bring a clear picture of how these models makes an organization operate in a stable environment. In any organization that is implementing change, the nature of change is vital to the management as it shows different views relating change (Burnes 2004). According to the framework for change, the whole process of change can be either planned or emergent. Planned change refers to the aspect of the organization moving from one state to another in a way that is structured. In this form of change, organizations develop models, which outline a structural set of steps used in the change process. On the other hand, emergent change is another form of change whereby, change is taken as part of what is naturally happening to the organization. In this case, businesses refer to change as a vital fluid that frequently emerges in the operation of a business and is pervasive as well as continuous. Regardless of the nature of change, organizations encounter several barriers that tend to make change unsuccessful in the organization (Nelson, 2003). For either emergent or planned change, organizations only intend to change their present and future. However, with some of these barriers, it is not easy to execute change in an organization. Some of the commonly known barriers to organizational change are: organizations are faced with the case of resistance to change, whereby individuals and groups in a business resist change in many ways possible, as they think it will complicate their jobs in the organization. Another barrier to change includes the competitive force in the external management of the business, as such, organizations spend more to initiate and apply the change, and above all a bad culture shift planning. As the organizations try to implement change in their organization, the leaders and managers perform different duties so that the whole process of change is efficient and successful. In this situation, both individuals are distinct to each other as they have differences that tend to keep them separate. As such, in the framework for change, the manager has the responsibility of controlling a group or a set of entities in an organization so that the goal of the change is accomplished (Luecke, 2003). Contrary to such, in the change framework, the leaders of the business use their ability to influence, motivate, and enable others to carry out specific duties toward the success of change. In this case, influence and inspiration tend to make the two individuals separate as each has a different form of power. Moreover, transformational leadership is a positive to the organization as it influences the cognitive trust of the leaders (Paton, and McCalman, 2000). In this case, cognitive trust is effective to the organization as it plays a vital role in the organization. In fact, through transformational change, which makes leaders more trustworthy, employees and leaders become committed to their work and gains a positive perspective concerning their duties and responsibilities in the organization. In addition transformational leaders influences employees attitude toward the importance of individuals cognitive effective nature of the company implementing change. Organizational Culture as Model for Framework for Change First, in this paper the focus is on the Q1 of change framework is discussed by Burnes. In this situation, the philosopher claims that for the organization to ensure that transformation is there and is embraced in the future operation of the organization, the business should focus on the organization culture at all levels. In the Q1, which focuses mostly on the organization's culture, the change framework is primarily intended to be done on large scale, as such, in the entire organization internal department. Organizational culture refers to a system of shared conventions, values, and beliefs that administer how people act in given institutions (Burnes 2004). As such, these shared belief forms the basis, upon which the staff in any given organization acts accordingly. Therefore, it is for this reason that every organization cultivates and preserves a unique culture that provides guidelines and limits for the behavior of the members of staff within the organization. Regarding this, it is equally important for organizations to contain diverse organizational culture that influences, changes, transforms how individuals behave and perform their duties. People dress differently according to the occasion that they are attending (Thompson, and MacHugh, 2009). For example, in the change framework, organizations should focus on internal employees would dress differently when attending to their responsibilities in any organization. Additionally, changing the organizational culture tend to upholds a high value on attention to details that suppose that the employees perform their duties with emphasis on accuracy hence good leadership. As a change framework, transforming the organizational culture, therefore, means applying varied, unique, and distinct features that range in order of priority either from low or from high. According to Rieley, and Clarkson, (2001) organizational culture change is helpful to the business as it enables employees in the organization to make random values concerning esteemed values that are set by the organization. Consequentially this will enhance the adjustment of workforce behaviors in particular, in response to the perceived set of values. In his presentation of the change framework, (Burnes 2004) states that for an organization to change its culture, it needs to initiate a culture that is innovative and pays attention to the prevalent of the organizational culture that is transformative to the employees and organization as a whole. Paton, and McCalman, (2000) claim that the change in culture ensures that companies have an organizational culture that endorses a high value on stability, the predictability of the future, and unbending in nature. With changing organization culture, this will make companies not to be affected by the poor market conditions, as they are typically predictable and consistent in their output production capacities (Tushman, and Anderson, 2004). As such this contradicts the organizations that do not emphasize on culture transformation, as they have a culture that holds a little value of stability, due to the fact that the culture in these companies is unpredictable, and inconsistent in output production hence, affected adversely by varying market conditions. Lastly, regarding organizations that focus on cultural change, it means more than the methodology of production, but as well as the result of high value on achievement orientation of the company, which intends to make it competitive than those which do not emphasize on the outcome of culture change. The Change Framework on Organizational Structure The organizational structure is categorized on the second quadrant, which is known as Q2. In the world of business, organizations are structured in different ways. In this case, people have a different perception when it comes to the case of organizations structure that they feel will propel the organization to achieving its objective. According to Burnes (2004), changing the organization structure, employees use unique working environment that makes them feel comfortable with the structure of an organization. In the description of the organizational structure, organizations prioritize on the need for finding good people to conduct a given piece of work. Therefore, as a framework change component, organizations should insist on generating management structures that treat all employees in the right way by offering comfortable working environment. In this essence, Burnes (2004) said that the change in the organizational structure should apply to the large-scale transformation or rather changing the whole organization. Organizational structure changes focus on changing the technical side of the company. As such, significant changes will be aimed at the structure and processes of the entire organization from top-down management. In other words, the implementation of structure changes in an organization concerns the implementation of changes to the whole organization from the top management to the bottom employees (Nelson, 2003). Nevertheless, before executing these changes on the structure of the organization, Burnes says that businesses should consider several factors such as giving clarity of work description, implementing decisions that promote and recognizes worker, and establish the boundaries of authority, and powers so that organization enhances the low level of turnover. On the other hand, as the whole process of framework changes in an organization intends to make organization propel in the future and present, changing organization structure help an organization to identify prime goal of each organization, and the type of organizational structure employees would prefer to work in an organization (Yukl, 2013). Still in the case of organization structure, the study by Burnes (2004) found that organizational structure is essential to workers and the business itself, as it intend to make the organization structure to allow people to get motivated and grow regarding careers. As such, changing the organization structure allows employees to work in the organization with the structure that accords the employees a chance to advance their career. Consequentially, this can be achieved in the case whereby people are offered opportunities for improving their education, and as a result, it makes people favor working for particular organization structure. Framework for Change Focusing on Group in organization Conferring to Burnes (2004), the change for organization group as is categorized under Q3. In this category, the form of changes that applies focuses small-scale changes as they intend to make an organization to operate under stable environment. Moreover, in this case, the change framework is mostly emphasized in the groups of employees working in the organization as this rather anticipates adjusting the attitude and behaviors of the employees in the organization (Yoder-Wise, and Kowalski, 2010). Furthermore, the employees change is significant in the organization because, through these change frameworks, the workforce adjusts the perception concerning the tasks and procedures assigned to them in any business. Luecke, (2003) indicates that in the organizations, employees belong to different groups, and some of these groups in the organizations are formal, and others informal. In any organization, groups bring employees together with a similar goal and interest, as this makes groups perform their duties as team. To a better understanding, groups in a form business teams which generates a relationship within a group of employees who share a similar objective. Working in groups is an essential program as it allows various groups from the different departments with different obligations and perhaps from distinct organizations to carry out their mandate together. Burnes, (2004), explains that organizations use groups to find a solution to a shared problem within the organization, and therefore, changing people and groups will differentiate members on the basis of their skills to maintain the performance of the organization at the top. In this context, significant changes apply to group and team members, as it aims to make their important contribution effort to the overall performance of the business. In his book, (Burnes 2004) says that changing group in an organization will require a company to focus on the behavior of the members as it is influenced by the group and organizations norms. In organizations, the management style profoundly affects the way group members will work; therefore, for change in the organization to be a success, empowering the employees as well the group members is a motivating step. In fact, as part of change framework, this will influence the employees’ behavior by making them more committed to their obligations. Empowering group members means giving them the power to implement decisions and have their viewpoints considered in the management of the organization. Research carried out by Adair, (2009) shows that when an organization implements change to its groups, several attributes will make the company succeed in its present and future operation. For efficient performance, organizations need to identify these attributes that result from the act of emphasizing on change on the employees or groups. As such, changing the employees or members of a group in an enterprise will make sure that every group member is committed, work independently, and every group in the organization possesses particular interpersonal skills. According to Arnold and Randall, (2010) successful organizational change on groups develop quality product and make the working place collaborative, as each member is involved in the decision-making process thus good leadership is emphasized and natured. As groups or employees are the midpoints of the organizations management, implementing a change to such will ensure that working environment become friendly, and the employees or groups encounter less problematic issues. Importantly, changing the group in organization perception in any organizations will ensure that the company gets the best from the employees as each member contributing to the organization performance improves business-operating procedures. Individuals Framework for Change in Organizations In the Burnes framework of change, individual change is categorized in Quadrant 4 (Q4) (Burnes, 2004). Just like the case of Q3, which is the change that focuses on the groups in the organizations, from the framework change, individual change is explained as a small-scale initiative. In this context, organizations should carry out individual change, for the purpose of improving performance, as it enhances that individuals change in two different ways, which are attitudinal and behavioral. In any business, personal change is carried out through planned changes that are relevant simply because this form of change enables organizations to understand and identify where the company falls on the scale of performance. Conferring to Paton, and McCalman, (2000) the change framework, organizational change on individuals focuses primarily on the essential traits of the individuals. As such, before implementing the change on individuals, an organization should consider understanding the basic personality of the individuals who they are changing. In other words, it is quite important to comprehend the trait of every person who is in an organization as it part of implementing change in an organization successfully. More so, to ensure that change affects organization positively, the change framework should ensure that the difference and temporally stability nature of the individuals trait make it interesting to change framework as it influences how employees will behave in a given work environment. However, before the change on individuals is applied, organizations need to consider some vital factors that affect the personality of a person who is in an organization (Burnes, 2004). The personality of an individual defines the way he or she will behave in the situation where an organization will change. Some of the factors that need to be put into consideration before executing change framework on individuals include determinants such as individual agreeableness, openness to experience, and conscientiousness. In the framework for change, all these factors determine whether the change will make an individual helpful to the organization in the future performance. These factors cut across the ability of a person to be compassionate and cooperative when dealing with other persons after the change plans are executed in the organization. Additionally, the factors are used in measuring the how helpful someone is or whether they are trustworthy either in the present or the future operation of the business after carrying out change programs. With such understanding, it is apparent that Q4 of the framework for change is an important element as it holds crucial reasons on to why a change should be done on the individual working in an organization. Importantly, changing an individual in the company creates an increased likelihood of organization success and companies projects. To a better understanding, the better the organization applies change management in the individual, the more likely the employees will participate in the success of a business by helping it achieve its goals or project objectives (Thompson, and MacHugh, 2009). In addition, changing individuals is purely outstanding as it ensures that through individual personalities, employees close the gap between organizations requirement and result. In simple terms, individual changes in organizations, makes employees deliver the necessary output with the expected outcomes. As such, changing employees or rather individuals in the organization is a model of closing the gap between the organizations needs and output. Conclusion To sum up this paper, it is evident that change is an element that is present in the modern business, and its implementation affects all parts of the organization more so on leadership and management. Moreover, scholars claim that the pace of change in the world of business is greater than it was in the case of the past, as such, in the current days of business, this aspect of change has continuously evolved in every single business either big or small. Therefore, for Burnes (2004), the successful management of change in the business requires a commitment to all the individuals or group in an organization, high skills from the management, and a high-value culture. Burnes, (2004) writes that the organizational culture as the first model that describes the framework for change, together with other models has the purpose of enhancing transformation in the business in either in the state of present operation or the future. For this case, this framework has been grouped into several quadrants (Q) so that one understands the subject matter of each framework. To a better understanding, for a business facing and needing to implement change, the heads of this organization need to consider the category of change in terms of quadrants (Q). As such, Q1 and Q2, whereby in these two for transformation to occur in the business, change will involve either organizational culture or structure. Additionally, there is the case of Q3 and Q4, and in this context, change is needed to be applied to the individual or groups in the organization. Bibliography Arnold, J. and Randall, R. (2010). Work psychology. Harlow, England: Financial Times Prentice Hall. Adair, J. (2009). The inspirational leader. London: Kogan Page. Burnes, B. (2004). Managing change. Harlow, England: Prentice Hall Financial Times. Buchanan, D. and Badham, R. (2008). Power, politics, and organizational change. Los Angeles: SAGE. Carnall, C. A. (2003) Managing Change in Organizations, 4th edn (Harlow: Prentice Hall). Haynie, J. (2011). Core-Self Evaluations and Team Performance: The Role of Team-Member Exchange. Small Group Research, 43(3), pp.315-329. Luecke, R. (2003) Managing Change and Transition (Boston, MA: Harvard Business School Press). Nelson, L. (2003) ‘A case study in organizational change: implications for theory’, The Learning Organization,10(1), pp. 18–30. Paton, R. A. and McCalman, J. (2000) Change Management: A Guide to Effective Implementation, 2nd edn(London: SAGE Publications). Rieley, J. B. and Clarkson, I. (2001) ‘The impact of change on performance’,Journal of Change Management ,2(2), pp. 160–172. Sessa, V. and London, M. (2008). Work group learning. New York: L. Erlbaum Associates. Thompson, P. and MacHugh, D. (2009). Work organisations. Basingstoke u.a.: Macmillan. Tushman, M. and Anderson, P. (2004). Managing strategic innovation and change. New York: Oxford University Press. Yoder-Wise, P. and Kowalski, K. (2010). Leadership. Philadelphia, PA: Saunders. Yukl, G., Kaulio, M. and Yukl, G. (2013). Ledarskap i organisationer. Harlow: Prentice Hall Appendices Read More