The paper "Leading Organizational Change " is a perfect example of a management assignment. Leading organizational change is an important aspect of managing the change process in an organization. This analysis will focus on leading organizational change successfully. Leading organizational change is complex and should be managed with care. There is a relationship between change readiness and organizational change agents. In the first place, change diagnostic process needs to be done carefully by the change agents. It is important to identify the change agents in this case. The change agents include the top management, the employees, the suppliers and the customers as well as the shareholders (James et al 2013).
Change readiness is achieved by ensuring that there is effective organizational diagnostic. The organizational diagnostic is the process that analyses the situation of the issue that needs to be changed and then developing the most appropriate intervention techniques. For instance, in the engineering and medicine department, the diagnostic process starts by identifying the conditions of the diseases or condition manifested by the patient (Hayes 2014). In this regard, there is a relationship between the change readiness and agents of change since the agents of change have the responsibility of conducting the diagnostic process.
The main components of the diagnostic process in the medicine include symptoms, cause and intervention as indicated in the figure below; (McFillen et al 2013) The role of the diagnostic process is to ensure that the change agents are aware of the change that is to take place in the organization so that they can be committed to implementing the change as they are part of the change. Therefore, there is a formal relationship between change readiness and change agents (Czarniawska 2004). On the other hand, change readiness has also a formal relationship with the change agents.
Change readiness is associated with the readiness of the individuals like the employees to embrace the change in the organization. This implies that individual readiness like the beliefs and attitudes are the key indicators of readiness for change (Alannah et al 2013). Developing a common culture of implementing change can help to accommodate the individual intervention regarding the change. For example, the employees should be included in decisions making so that they can be part of the decisions and they will be committed to implementing the change.
Furthermore, the individual change agents like the employees need to need to believe that the change is needed in the organization and this will indicate readiness for change hence positive working relationship. The components of change like love and delegation of authority should be embraced to ensure readiness for change. In addition, there should be group readiness for change. For instance, there will be teams that should work together towards achieving organizational change.
In this context, there is a relationship between change readiness and change agents (Llandis & Bahn 2013). For example, there should be teams in the organization so that they can have a common interest in implementing change. The evidence of the relationship between change readiness is the merger between the transport and planning departments. The human resource manager as the key change agent had the responsibility of identifying the culture as indicated by the two departments so that the merger of the departments will develop flexible culture and that is vibrant to the public demands.
In implementing the change, cultural change is the key concept that influences the success of implementing change (Hayes 2014). The human resource manager ensures that the employees and other stakeholders are aware of the change to be implemented and they are part of the change.
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