Change Implementation

Change Implementation

It has been said that from day to day, organizations face substantial changes on a regular basis. It has also been stated that technology, outsourcing, and restructuring through downsizing or rightsizing are some of the key reasons for a change.

• In this discussion, we will assume that we are receiving a new role position of being the point person within this department/division for on specific change factor. Let us discuss some of the barriers you must address that could challenge the change initiative.

Barriers that must be addressed would involve communication and organizational training. However, education strategies, as well as many other strategies, take time (Palmer, Dunford & Buchanan, 2017). For example, these types of levels can be caused by a lack of communication or developed based on misunderstandings. As the organization’s point person, another strategy we could implement, that could challenge a change initiative, would be facilitation and support because it can increase organizational awareness and understanding. 

However, this strategy can challenge change initiatives because it takes times. Also, facilitation and support can be expensive as well. In the process of change, funding may be limited, or the organization may have to comply with a strict budget. A third strategy could be manipulation and co-optation. For example, these strategies are known to be less timely and inexpensive. However, the members who feel that they have been manipulated in the process tend to experience and present even more problems in the future as a result of stakeholder behaviors (Palmer, Dunford & Buchanan, 2017). For example, powerful stakeholders can be difficult to manage.

• What steps can we use to facilitate a successful change process?

     To facilitate a successful change process, I would first begin promoting communication. Allowing room for participation while changes are being planned. Also, sharing information about the change can help the organization to improve their communication skills, to improve their relationships as well as to improve their preparation skills so that the team can grow more accustomed to making the change prior to committing to the change. Compensating employees can help them to obtain wages for the extra time that is required in order for the team to participate in these changes (Palmer, Dunford & Buchanan, 2017). Finally, demonstrating my own commitment to the change can help us to facilitate a successful change process as well.

References

Palmer, I., Dunford, R., & Buchanan, D. (2017). Managing organizational change: A multiple perspectives approach (3rd ed.). Retrieved from https://www.vitalsource.com

Managing Change

Images of Managing Change

• In this lecture, we will utilize assigned resources which provide us with six images of managing change. Each of the images are all based on differing assumptions. Selecting two of these images to be discussed,  we will also evaluate each image and compare and contrast the role that the images play within the change process.

     One image is known as the change manager as coach. This theory is that change managers have the ability to change, alter or shape the organization he or she manages. For example, from reading the text, it can be identified by the fact that this point of view is supported by the OD theory, also known as organizational development theory. The OD theory explains how the change manager’s image would focus greatly on specific values like humanism, democracy, and development. Most every intervention is followed by a goal to develop specified skill. The purpose of this image is to help organizational members to better understand and to solve their own problems. Overall, this plan is expected to produce results with less resistance as well as with an increased level of speed and a higher commitment level.

     Another image is known as change manager as the interpreter. This image helps members to develop an understanding as well, which is similar to the change manager as coach. For example, this image helps members to develop a more effective understanding of occurrences and events within the organization.  Concerning groups who do not hold interest or do not hold similar views, which Is also similar to the characteristics of the change manager as coach. This model was developed to clarify one’s actions and demand. This image perceives the level of usage should be low enough to intervene, requires minim levels of detention and action.

References

Palmer, I., Dunford, R., & Buchanan, D. (2017). Managing organizational change: A multiple perspectives approach (3rd ed.).

Change Initiatives

Change Initiatives

• Let us first discuss an article that reviews an organizational change initiative.

     In the process of business operations, normal levels of resistance might increase. From reading the article, it can be identified that there are a number of different reasons why resistance might develop. Change may occur at any time. Some changes might be successful while other organizations might fail in their change operations. For example, the article I chose to present is titled,” The Emerge of Change In Unexpected Places, presents a theory that perceives change convenience to be the most likely place that most changes will occur where there is a limited party of interested individuals.

• Next, we will summarize the article and discuss the successes and failures of the change process. Then, we can analyze the strategies used for the change process and why they were a success or failure.

     The article that we will discuss involves attempted initiatives involving the distribution of power. This article is titled, “Community care contract management practice. Strategic change initiatives help to shape the organization’s willingness to change. Although active opposition can help the organization to reproach by demanding more time for further attempts. Successful procedures help to influence attempts to replicate development in other areas and practices.

    In this case, all attempts to make these changes had failed and had been unsuccessful. For example, concerning costs, streamlining monitoring meetings were unsuccessful. The main reason was said to be because most change managers relied on existing procedures. However, their unwillingness to change can shape negotiations and implementation of the change process overall. Reconceptualizing the actual change to develop needed resources along with the construction of values in the process. Undetermined values would limit the ability to predict developments. However potential resources can explain a decline in value, which helps to shape power and increasing the interest of organizational members. Space has also been proven to be a valuable aspect of power and change resources as well. Resourcing space enables direct actions. Therefore, the company has focused greatly on actions that are mobile. However, many have argued that resourcing space might produce unexpected results. This change process has failed as well.

References

Palmer, I., Dunford, R., & Buchanan, D. (2017). Managing organizational change: A multiple perspectives approach (3rd ed.). Retrieved from https://www.vitalsource.com. Wiedner R, Barrett M, Oborn E. The Emergence of Change In Unexpected Places: Resourcing Across Organizational Practices In Strategic Change. Academy Of Management Journal [serial online]. June 2017;60(3):823-854. Available from: Business Source Elite, Ipswich, MA. Accessed November 26, 2017.