Essays on Towards a Comprehensive Understanding of Readiness for Change Assignment

Download full paperFile format: .doc, available for editing

The paper 'Towards a Comprehensive Understanding of Readiness for Change' is a great example of a Management Assignment. Scholars and executives alike have asserted that businesses are evolving very fast which creates uncertainty about the future. The changing nature of the business environment has created a need for organizational change in many firms. According to By (2005), organizational change is the renewal and rethinking process that firms undergo for strategic direction. Change is an integral part of any company. Kotter (2007) has conducted research on different companies working towards improving their performance through different strategies such as restructuring their corporate culture, improving the quality of their services, reengineering, etc.

He noted that all these efforts were based on the goal to change how the business is done to boost competitiveness in the challenging market environment. Lewis came up with a three-step model that explains how change can be implemented successfully. The three steps include unfreezing, moving, and refreezing (Garcia and Gluesing, 2013). The unfreezing process involves preparing a firm for change by creating the desire in employees and the relevant environment associated with the desired state.

The moving process involves the change in structure, attitudes, and behaviors to accommodate the change. And lastly, the refreezing process involves stabilizing the change by modifying the organizational policy, culture, and structure. One important determinant of change is organizational culture according to Barclay (2009). Organizational Culture Change readiness can be considered as the acceptance, attitudes, and intents of employees towards organizational change (Johansson et al. , 2013). Nevertheless, people’ s thoughts and behaviors cannot be thought of as being separate from social processes since they are influenced by their surroundings.

According to Holt et al. (2007), employees’ reactions to change will be contingent on the rules and values of an organization. Organizational culture is therefore glue that brings individuals together to enhance their readiness for change according to Barclay (2009). Burnes (2004) has defined organizational culture as the values, norms, and beliefs that guide employees’ behavior and undertaking in a firm. The concept has evolved to explain the patterns of organizational behavior. According to Armenakis, Brown, and Mehta (2011), organizational culture consists of two important assumptions that are shared within an organization; values and beliefs.

Numerous scholars have stressed the importance of organizational culture to the success of a company (Burnes 2004; Holt et al. 2007). For instance, Balogun and Hailey (2004) argue that successful companies are differentiated from unsuccessful ones on the basis of their corporate culture. Effective organizational culture has a powerful influence on employees and can improve overall organizational performance. The implication of Culture on Organizational change Corporate culture is very important in ensuring change readiness. The influence of corporate culture on the change process has been studied by many scholars.

Burnes (2004) carried out research to determine the influence of culture on total quality management. In the research, the author found out that corporate culture is the primary reason for the ineffective implementation of total quality management according to Barclay (2009). TQM involves the change in the way a company does business that requires changes in values and beliefs that make up the concept of organizational culture. There are many ways in which corporate culture influences change readiness. According to Jacobs et al. (2013), the dimensions of organizational culture that are important in enabling change include motivation, organizational identification, flexibility, and trust.

References

Armenakis, A., Brown, S & Mehta A 2011, Organizational culture: assessment and transformation. Journal of Change Management, 11(3), pp. 305-328.

Balogun, J & Hailey, V 2004, Exploring Strategic Change, Prentice Hall, London.

Balthazard, A., Cooke, R.A. & Potter, R 2006, Dysfunctional Culture, Dysfunctional Organization: Capturing the Behavioral Norms that Form Organizational Culture and Drive performance. Journal of Managerial Psychology, 21(8), pp. 709–732.

Barclay, A 2009, ‘Employee Change Agents: The Foundation for Effective Organizational Change’, International Business Research, 2(4), pp. 3-7.

Boonstra, JJ 2013, Cultural Change and Leadership in Organizations: A Practical Guide to Successful Organizational Change, John Wiley & Sons, Chichester, West Sussex, UK.

Burnes, B 2004, Emergent change and planned change –competitors or allies: The case of XYZ construction. International Journal of Operations & Production Management, 24(4), pp. 886 –902.

By, R. T 2005, Organisational change management: a critical review. Journal of Change Management, 5(4), pp. 369-380.

Caldwell, S. D., Herold, D. M & Fedor, D. B 2004, Toward an understanding of the relationships among organizational change, individual differences, and changes in person–environment fit: A cross-level study. Journal of Applied Psychology, 89(5), pp. 868-882.

Garcia, D & Gluesing J.C 2013, Qualitative research methods in international organizational change research. Journal of Organizational Change Management, 26(2), pp. 423 -444

Gareis, R 2010, Designing changes of permanent organizations by processes and projects. International Journal of Project Management, 28(4), pp. 314–327.

Graetz, F., Rimmer, M., Smith, A. & Lawrence, A 2011, Managing Organisational Change, 3rd edn. Milton, Queensland, John Wiley & Sons.

Holt D. T., Armenakis A. A., Feiald H. S. , Harris S.G 2007, Readiness for organizational change: the systematic development of a scale. Journal of Applied Behavioural Science, 43, pp. 232-255.

Holt D. T & Vardaman J. M 2013, Towards a comprehensive understanding of readiness for change: the case for an expanded conceptualisation. Journal of change management, 13(1), pp. 9-18.

Jacobs, G., van Witteloostuijn A & Christe-Zeyse, J 2013, A theoretical framework of organizational change. Journal of Organizational Change Management, 26(5), pp. 772–792.

Johansson C.,Åström S., Kauffeldta A., Helldinc, L & Carlströmd, E 2013, Culture as a predictor of resistance to change: A study of competing values in a psychiatric nursing context. Health Policy, 43(3), pp. 432-45.

Jones, L., Bordia, P., Gallois, C & Callan, V.J 2008, Employee perceptions of organizational change: impact of hierarchical level. Leadership & Organization Development Journal, vol. 29, no. 4, pp. 294-316

Kotter, J. P 2007, Leading Change -Why Transformation Efforts Fail, Reprint R0701J, Harvard Business Review.

Obgonna, E & Lloyd, C 2000, Leadership style, organizational culture and performance: Evidence from UK companies. International journal of HR management, 11, pp. 770-778

Smith, ME 2002, Success Rates for Different Types of Organizational Change. Performance Improvement, Vo 41, No 1, pp. 26-33.

Speight, R 2000, Changing the way we change: Managing the soft strands of change at British Airways World Cargo. Journal of Change Management, Vol 1, No 1, pp 91-99.

Download full paperFile format: .doc, available for editing
Contact Us