1.0 IntroductionEvery organisation has cleared laid down policies and traditions that shape it. The aims of the organisation are governed by goals and objectives that help in choosing the appropriate approach that will ensure that the organisation is successful. Different organisation’s vision and mission statement balances with the internal and external resources. However, sometimes an organisation may decide to introduce changes in terms of their operations and culture. Numerous reasons are in place that requires an organisation to implement change that may include government directives and legislatives. Generally, organisations have to change to ensure that they survive in the current economic turbulence and ensure that they retain consumers.
Thus, it is important for organisation to embrace clearly defined and explained change. 2.0 Topic 1: ChangeTheir vision and mission guide organisations, and change usually pose a major concern in the entire process. Numerous reasons are in place that requires organisation to institute project change. This section addresses challenges that are faced by organisation as they try to implement large-scale project change, elements of successful change, analysing a real project change and recommendations on how organisations should embrace change.
2.1 Challenges associated with large-scale project changeChange is a major issue that requires utilisation of different strategies to ensure that operations within an organisation or institution are not negated. This means that there are numerous ways in which an organisation can embrace change ranging from specific change to transformational change. Thus, in most instances, these strategies come with numerous benefits and weakness and it is usually hard for an organisation to choose the most appropriate strategy to use in introducing large-scale change.
To ensure that change is satisfactory, it is important for it to be effective and efficient in that it should be planned and systematic in nature. Introducing a large-scale change requires quantifying available resources. Availability of resources may determine the extent of success of the entire process and this aspect is true when it comes to human resource. Usually, human resource brings into consideration executive and employees, and thus it is important to understand the availability of resources to satisfy these groups. Thus, minimal resources may impair introduction of large-scale organisation change and it is advisable that in such conditions, change should be systematic.
In most instances, change has been viewed through positive manner, but at times, change can be negative and this usually posses the major challenge. Change can be increase in employee’s remuneration but at times, it may mean retrenchment. Thus, this means that the fundamentals of change may determine whether individuals embrace change and thus will determine the extent of change. For example, it is harder to introduce large-scale change in retrenchment since it will negatively affect many people.
Generally, these complications and challenges are evident from different perspectives, and these restraining factors include: 2.1.1 Psychological ReasonsThe individual psychological perspective usually undermines organisational change. Some important components that determine individual response towards change are personality, sense making and beliefs. Making sense of organisational requirements requires selection, organisation and interpretation of data. Since making sense is an individual aspect, it is likely to affect few people since majority will analyse individual impact of change. Usually, psychological reasons is a major challenge in implementing large changes because of lack of reasoning, shared understanding or the necessary information on the requirements and goals of change.
Personality is associated traits and behaviour patterns of individuals. Challenges associated with personality include dogmatism, achievement, fatalism, and motivation, locus of control and risk propensity, and most of this is associated with keeping status quo (Cameron and Green 2004). Moreover, the organisational beliefs restrict embracement of change depending on personality and psychological reasons.