The paper 'Achieving Organisational Change' is a wonderful example of a Management Case study. Change is the only constant in life (Randall, 2004). The same applies to organizations; change is a normal part of organizational life. However, change is not always desired by people within the organization. Change disrupts the normal rhythm of life and harmony in organizations thus creating certainty. It is important to emphasize the fact that change is a necessary process in many situations to enhance competitiveness and preparedness in organizations (Graetz, Rimmer, & Smith, 2012).
According to Randall (2004), the change process may be challenging due to people and structural obstacles along the path of change. Lack of leadership and vision may also make the change process unsuccessful. Lack of effective communication and cooperation within the organization may also impact the change process negatively (Simerson, 2011). Despite the challenges involved in planning and implementation of change, organizations can successfully effect change by avoiding the common pitfalls in the change process. In light of this understanding, this paper will outline some of the factors that make the change process challenging and unsuccessful in some cases.
This will be achieved under appropriate headings. Lack of Support People in organizations do not always welcome disruptions to what they are used to. It is important to build a case for change by convincing people that change is necessary. This can only be achieved by clearly outlining the current situation that the firm is going through and the desired future. Successful change management must involve the people who are affected by the change. People do not support change efforts if they have the perception that the change is being forced on them (Brunetto & Farr-Wharton, 2004). According to (Kotter, 1995), the change process can only be successful when 75 percent of the organization’ s management buys into the change.
This means that senior managers need to spend a lot of time and energy convincing the implementing team that change is necessary. Convincing people in the organization that change is necessary goes beyond managing the processes but also participating fully in the process through leadership. Leadership entails identifying different people in the organization that have the greatest influence on others.
Once the key people have been identified, they should be a core team in the organization that will lead the change process (Kotter, 1995). After management has formed a core team that will lead to organizational change, it should go ahead and build an emotional commitment to change in each and every team member. There should be a strong synergy between the team members for there to be effective in achieving team goals (West, Tjosvold, & Smith, 2005). It is important, therefore, for top managers to focus on building a strong change team that will assist in implementing the change process in the organization. Unclear Vision People in the organization understand why some decisions and actions are critical to the goals and objectives of the organization when management defines the vision of a business.
Vision interprets the long terms objectives of a business or a leader (Schein E. M., 2004). When it comes to change planning and implementation, the same principle applies. People in the organization need to understand why a change process is important and how it will benefit them.
When top management fails to clearly articulate the vision of a change process, change implementation is bound to fail (Kotter, 1995).
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