Change management Essay
Change management Is not a stand-alone technique for Improving organizational reference. Change management is a necessary component for any organizational performance improvement process to succeed, including programs like: Six Sigma, Business Process Reengineering, Total Quality Management, Organizational Development, Restructuring and continuous process Improvement. Change management Is how we drive the adoption and usage we need to realize business results. The Internal Environment The internal environment of an organization refers to events. Actors, people, systems, structures and conditions inside the organization that are generally under the control of the company. The company’s mission statement, organizational culture and style of leadership are factors typically associated with the internal environment of an organization. As such, it Is the Internal environment that will Influence organizational activities, decisions and employee behavior and attitudes. Changes in the leadership style, the organization’s mission or culture can have a considerable Impact on the organization.
The External Environment The external environment are those factors that occur outside of the company that cause change inside organizations and are, for the most part, beyond the control of he company, Customers, competition, the economy, technology, political and social conditions and resources are common external factors that influence the organization. Even though the external
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As such, It Is Imperative that managers continually monitor and adapt to the external environment, working to make proactive changes earlier on rather than having to take a reactive approach, which can lead to a vastly different outcome. Environmental Scanning And Change SOOT analysis is a type of environmental scanning ‘OFF they rely environmental scanning. Environmental scanning refers to the monitoring of the organization’s internal and external environments for early signs that a change may be needed, to accommodate potential opportunities or threats and to make adjustments to allow the company’s strengths to combat its weaknesses.
If you recall, one common type of environmental scan is the SOOT analysis, which looks specifically into the strengths, weaknesses, opportunities and threats of the internal and external environments. A manager will begin analyzing the internal environment by looking into inefficiencies inside the organization and will then look outside to the external environment and things occurring independent of the organization. Environmental scans allow managers to use the knowledge gained during the scanning process to decide what strategic steps, or changes, the organization needs to take to create or maintain a competitive advantage.
Need to Improve Processes A business might need to implement new production processes to become more efficient and eliminate waste. In 2003, Icing Healthcare implemented a leaner reduction process known as Six Sigma to improve service and reduce operating costs. In 2006, the company was recognized by the J. D. Power independent rating organization for its high level of service and quality. The Systems and Tools for Managing Change There is a proven methodology that allows an organizational development initiative to be perceived as organically arising from the organization.
This scientifically- founded methodology includes four stages: 1. Set the Bar. Establish an image of the desired end result of the organizational development, including capturing the underlying passion and commitment that makes the change vitally important. 2. Motivate change Present the image of the end result of the organizational development initiative in a way that causes employees to enthusiastically adopt the new attitudes and business processes. 3. Sustain Change.
Guide the organization to practice the new attitudes and business processes sufficiently to completely internalize them. 4. Scale the Change. Touch large numbers of people quickly enough to create widespread acceptance and a strong sense of momentum. Scope of change management This tutorial provides a summary of each of the main areas for change management based on Proboscis’s benchmarking research with more than 3400 organizations over the last 15 years. The purpose of defining these change management areas is to ensure that there is a common understanding among readers.
Tools or components of change management include: Change management process The change management process is the sequence of steps or activities that a change management team or project leader would follow to apply change management to a project or change. Based on proboscis’s research of the most effective and commonly applied change, they have created a change management process that contains the Phase 2 – Managing change Phase 3 – Reinforcing change Proboscis’s definition of change management: Change management is the application structured process and set of tools for leading the people side of change to achieve a desired outcome.
Responsibility for managing change The employee does not have a responsibility to manage change – the employee’s responsibility is no other than to do their best, which is different for every person and depends on a wide variety of factors (health, maturity, stability, experience, rationality, motivation, etc). Responsibility for managing change is with management and executives of the organization – they must manage the change in a way that employees can cope with it.
The manager has a responsibility to facilitate and enable change, and all that is implied within that statement, especially to understand the situation from an objective standpoint (to ‘step back’, and be non- Judgmental), and then to help people understand reasons, aims, and ways of responding positively according to employees’ own situations and capabilities. Increasingly the manager’s role is to interpret, communicate and enable not to instruct and impose, which nobody really responds to well. Hang must involve the people – change must not be imposed upon the people Be wary of expressions like ‘mindset change’, and ‘changing people’s mindsets’ or ‘changing attitudes’, because this language often indicates a tendency towards imposed or enforced change and it implies strongly that the organization believes that its people currently have the ‘wrong’ mindset, which is never, ever, the case. If people are not approaching their tasks or the organization effectively, then the organization has the wrong mindset, not the people. Change such as new structures, policies, targets, acquisitions, disposals, re-locations, etc. All create new systems and environments, which need to be explained to people as early as possible, so that people’s involvement in validating and refining the changes themselves can be obtained. Whenever an organization imposes new things on people there will be difficulties. Participation, involvement and open, early, full communication are the important factors. Staff surveys are a helpful way to repair damage and mistrust among staff- provided you allow allow people to complete them anonymously, and provided you publish ND act on the findings.
Management training, empathy and facilitative capability are priority areas – managers are crucial to the change process – they must enable and facilitate, not merely convey and implement policy from above, which does not work. You cannot impose change – people and teams need to be empowered to find their own solutions and responses, with facilitation and support from managers, and tolerance and compassion from the leaders and executives. Management and leadership style and behavior are more important than clever process and policy. Employees need to be able to trust the organization.
The leader must agree and work with these ideas, or change is likely to be very painful, and the best people will be 1 . At all times involve and agree support from people within system (system -? environment, processes, culture, relationships, behaviors, etc. , whether personal or organizational). 2. Understand where you/the organization is at the moment. 3. Understand where you want to be, when, why, and what the measures will be for having got there. 4. Plan development towards above No. 3 in appropriate achievable measurable stages. 5.
Communicate, involve, enable and facilitate involvement from people, as early and openly and as fully as is possible. John P Cotter’s ‘eight steps to successful change American John P Cotter (b 1947) is a Harvard Business School professor and leading thinker and author on organizational change management. Cotter’s highly regarded books ‘Leading Change’ (1995) and the follow-up ‘The Heart Of Change’ (2002) describe a helpful model for understanding and managing change. Each stage acknowledges a key principle identified by Cotter relating to people’s response and approach to change, in which people see, feel and then change.
Cotter’s eight step Hang model can be summarized as: 1 . Increase urgency – inspire people to move, make objectives real and relevant. 2. Build the guiding team – get the right people in place with the right emotional commitment, and the right mix of skills and levels. 3. Get the vision right – get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency. 4. Communicate for buy-in – Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to people’s needs.
De-clutter communications – make technology work for o rather than against. 5. Empower action – Remove obstacles, enable constructive feedback and lots of support from leaders – reward and recognize progress and achievements. 6. Create short-term wins – Set aims that are easy to achieve – in bite- size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones. 7. Don’t let up – Foster and encourage determination and persistence – ongoing change – encourage ongoing progress reporting – highlight achieved and future milestones. 8.
Make change stick – Reinforce the value of successful change via acquirement, promotion, new change leaders. Weave change into culture. Related to Cotter’s ideas, and particularly helpful in understanding the pressures of change on people, and people’s reactions to change. Organizational Change A general three step process (analysis design development)can b applied to organizational learning . Once the impetus for organizational has been given,I. E;a need for organizational change recognized in the reactions from the environment the analysis phase can begin. In this phase goals should defined and the actual situation established and processed.
Any research methods used will depend strongly on the resources available and should consider content,human resources and economic factors. Questionnaire are quick and easy way of establishing a general picture of current climate, whilst semi-standardized interviews take more detailed look at interviewee’s individual situation . Observation methods are used primarily to support and? Or verify other research methods The next stage in design process is to appropriate interventions from the results of this comparison. An appropriate strategy should now be defined to address those short falls.