Change Management and Challenges of Change Process in Organizations - Coursework Example

Change management Name Professor Institution Course Date Introduction Competition has extensively increased in the current business environment as companies become innovative and scramble for global markets (Bielinska-Kwapisz 2014, p.405). In the process, change has become a constant term that management experts recommend to modern managers. The norm is that, if an organization does not embrace change, survival in the complex markets will be a pipe dream (Higgs & Rowland 2005, p.131). There are processes of events that occur with these changes and these include transitions in individuals’ careers, loss of jobs, formation and development of team and annotation to improve brand image. This process is not usually smooth as new ways of doing is adopted and interruption takes place. This process is frequently marred with the challenges of uneasiness, resistance to change, inadequate planning and insufficient resources (McKinsey & Company 2008, p.2). Based on the topic of change, this essay evaluates on change management in the modern organization. To put the topic into perspective, the essay will define change management, and assess on the challenges of change process in organizations, and even its effects on organizational effectiveness. Change Management In 2011, Kotter defined management change as a strategy of transitioning staff, organizations and teams to a needed future state (Kotter 2011). It involves the collection of processes employed to make sure that change is executed in a logical, controlled and in an orderly manner, thus transforming in the way things are done (Năstase, Giuclea & Bold 2012). The emphasis is on broader and wider effects of change, especially on employees as groups or individual’s progress from the current state to a new one. It is not that simple to move from a simple task change to a major transformation of an organization to get to its prospective. Sharma (2007, p.138) argues that organizational change takes the form of a prearranged approach within a company hence ensuring that changes are actually implemented towards achieving benefits on long term basis. Globalization and technology advancement are frameworks which will lead to improvement in the way people conduct businesses (Paton & McCalman 2008). New platforms like the social media adaptability trends tend to revolutionize business thus causing the need for change. Graetz & Smith (2010) claim that within an organization, organizational change always directly affects every department from the new employees to experienced ones. Therefore, the department heads ought to put in place measures like advance communication about change to be able to handle this tensional moment. Management change practices ought to incorporate creative and annotative marketing to facilitate successful communication amongst different target customers; including thoughtful relationship regarding group dynamics and leadership style (Kotter 2011). Change process is a wide process which has strong effects on the organization (Zell 2003, p.76). Owing to that nature, managers leading change are likely to face a lot of challenges. These challenges of managing change may include resistance to change, planning and resource. Worker’s resistance may remain one of the major setbacks on effecting change. Usually organizations have culture and behaviors which members get rooted to after spending many years hence getting used to their members and even their position inside the company and find a comfort zone (Burnes 2014, p.12). Therefore, moving from such comforting creates a high resistance. While employees are being forced to change, they become less motivated and could even resign. Resistance may occur to be moderated by the nature of transformation itself, which is the degree in which it challenges an individual’s psychological framework. Van de Ven & Poole (1995, p.517) held that change always cause tension between value and behavior of the employees, and their roles. In summary, this hypothesis indicates that forces driving change may cause differences hence preventing change, which will lead the organization to acquire change which might enable them adopt an advance to adjust therefore allowing those who are concerned to reflect on their behaviors and attitudes (Burnes 2014, p.20). Some of the expectations of the employees may include promotion prospects, pay, training and the list is endless, while the employers’ expectations may include faithfulness, respect, work effort, commitment, responsibility, and so on. Once both sets of expectations are agreed upon then virtual agreement may prevail, but when the employers decide not to adhere to the agreement this may cause rebellion and conflicts from the employee. Therefore, we can say, for instance, the staff of a public company could feel to perform based psychological contract because of being transferred to a private sector. Normally people view private sector as one with strict rules and less job security such change affects their morale particular when coming from public company where there was less supervision and assured job security (Hatch & Cunliffe 2006). Usually, companies have customs and lifestyle which members get used to after staying in the organization for a period time. This creates strong relationship with current colleagues and their positions assigned, thus finding a comfort zone (Burnes 2014, p.12). In several companies, adopting change is seen as a sporadic disruption of people’s way of working and they will do everything to try and thwart the process. Some will seek legal process while other will incite the employees to protest. Such situation mostly takes place when the organization sacks some staff. Another challenge which many companies face today is poor planning, the problem should be acknowledged so as to arrange on how the change can be executed (Năstase, Giuclea & Bold 2012, p.13). This process involves qualified experts who have the knowledge about the market and will give positive results. Another major challenge in planning involves current changes in the business environment which happens quickly, therefore forcing planning to be rushed so that the products will not be by-passed by time. Nevertheless, should change be carried out without organizing efficient structures, it may end up being unsuccessful. As Graetz & Smith (2010, p.142 states, change requires sufficient and good resources to be efficient and success to the organization. At the moment, change has a rapid pace hence requiring managers to implement continuous change so that change can have massive resources in terms of finance and employees. In the past, there have been many theories which have been proposed by different theorists to support the change process. Some of these theories include life-cycle, dialectics, evolution and teleology. These theories operate as the building-blocks for describing change processes within the organization (van de Ven & Poole 1995 p.510). According to the life-cycle theory, change is imminent: therefore, the rising unit has fundamental form, code and logic plan within it, which controls the needed change hence transferring the unit from a particular point towards a another point so as to prefigure in the current state hence realized and differentiated. (Van de Ven & Poole (1995, p.517) argue that external environmental forces may impact on how the unit manifests itself, forms that lie dormant, homogeneous or premature, in the embryo or modern state may end up becoming increasingly more mature, although they are always reconciled by immanent logic and programs which may control; the unit’s development. The current theories of management - are very important in effecting change which is speedily happening to the business sectors. Life cycle is extremely important in career development of an employee. This theory holds that change is a sequence of event which cannot be done overnight (van de Ven & Poole 1995, p.515). This theory compliments Kurt Lewin’s management model. In most case this model is referred to as “unfreeze-change-freeze” has holds that change has three phases. Lewis claims that change goes through a series of process when manager must understand why the change is needed before breaking the status quo. However involvement should form part of the change. Similarly, to the career of an employee, it is very important for every organization to exercise tolerance with their employees while training them on how accept change should it occur, that is to move from one point to another. Van de Ven & Poole (p.1995, 517) contend that dialectical theory on the other hand supports maintaining change for every event, logics and forces that conflicts one another outside the company. For instance, if the staff are not well remunerated but work very hard for the company, they are likely to protest thus tarnishing the image of the company. Also, if the company has conflicting organizational goals, everybody will pursue and have their personal interest. A transformation that every company wants to achieve is effectiveness hence remaining relevant and sustainable. Effectiveness should therefore be based on organizations, groups or individuals. Change always brings in new and experienced employees or promotes the existing ones. Hatch & Cunliffee (2006) argue that when experienced employees comes to organizations, new ideas are fostered ensuring there is organizational learning and innovation, thus a competitive advantage is gained. On the other hand, if existing employees are appreciated and promoted during the change process, they become motivated and effectively adjust to new challenges according to Huczynski & Buchanan (2006). This is because they feel their contribution towards the company is appreciated and work extra hard, hence achieving the goal of the company, however if there are non-performing employees, they may end up being released off duty because they tend to drag back the results of the company thus reducing the high cost of operations. The company can also decide to train its employees on new skills and strategies in the market. Sharma (2007) holds that training enables the company to be more effective in understanding and satisfying new community needs. Apple Inc implies that based on training and organizational learning, change may result to effectiveness hence building its own institution of learning called Apple Campus. Graetz & Smith (2010, p.141) argue that effectiveness in organization can also be brought by changing the type of organization structure. Therefore, it helps in defining the roles and creates strong relationship between members of the organization. Existing theories of management are very important in effecting change which is occurring in the business sectors in developing the careers of employees Life-cycle is very essential. According to van de Ven & Poole (1995, p.515) this theory states that change involves sequences of events which cannot be exercised at once. Conclusion In conclusion, changes that have taken place in business arena in the recent past are the confirmation of the dynamics in the world of business. Modern must desist from remaining rigid in the wake of that change. Even though, change comes with challenges such as inadequate resources and employees resistant it also brings organization effectiveness and competitive advantages. However, managers must understand that organization is run by people who have adopted to old ways of doing things and change can be new to them. Therefore, managers should ensure that they have good communication skills with the employees, resources mobilization and proper planning. References Bielinska-Kwapisz, A 2014, Triggers of Organizational Change: Duration, Previous Changes, and Environment, Journal of Change Management, Vol,14, No.3, pp.405-424. Burnes, B 2014, Understanding Resistance to Change – Building on Coch and French, Journal of Change Management, pp.2-25. Graetz, F & Smith, A.C.T 2010, Managing Organizational Change: A Philosophies of Change Approach, Journal of Change Management, Vol. 10, No. 2, pp.135–154. Hatch, M & Cunliffe, A 2006, Organization theory: Modern, symbolic, and postmodern perspectives (2nd ed.), Oxford, Oxford University Press. Higgs, M & Rowland, D 2005, All changes great and small: Exploring approaches to change and its Leadership, Journal of Change Management, Vol. 5, No.2, pp. 121–151. Kotter, J 2011, Change Management vs. Change Leadership -- What's the Difference? Forbes Online. Năstase, M, Giuclea, M & Bold, O 2012, The Impact of Change Management in Organizations – a Survey of Methods and Techniques for a Successful Change, Review of International Comparative Management, Vol. 13, No. 1, pp. 5-16. Paton, R & McCalman, J 2008, Change management: A guide to effective implementation, Los Angeles, SAGE. Sharma R 2007, Change Management - Concepts and Applications, Tata McGraw-Hill Publishing Company Limited, New Delhi. Swanson, D. J & Creed, A.S 2014, Sharpening the Focus of Force Field Analysis, Journal of Change Management, Vol.14, No.1, pp.28-47. Van de Ven, A.H & Poole, M.S 1995, Explaining Development and Change in Organizations, The Academy of Management Review, Vol. 20, No. 3, pp. 510-540. Zell, D 2003, Organizational Change as a Process of Death, Dying, and Rebirth, Journal of Applied Behavioral Science Vol.39, 73-96. Read More