Beyond Change Management - Term Paper Example

? MANAGEMENT OF CHANGE Introduction Organizations in the contemporary society are presented with a challenge in the area of change management. In this case, it is evident that the current global business environment is continually changing with new approaches to conducting business and new technology that is continually evolving, and consequently changing the process through which business is conducted. Despite the awareness in the importance of the change process in the contemporary business world, there is a tendency for people to oppose change since it is common for people to be satisfied with the status quo. However, the failure to change the organization’s strategy to one that focused on innovative approaches may inhibit the performance of an organization. In line with this, the process through which an organization will manage its change process determines the success or the failure of the organization. Bringing the human resources together to work for one common objective, during the process of change, requires the incorporation of various change management theories and other approaches. In effect, this sets different business organizations apart from others and ensures that they remained competitive in the global business environment. In view of the importance of change in the contemporary business society, this essay elucidates on various important factors using the presented case study. First, it is important to identify the drivers of change in any business organization and identify the agents responsible for change. Consequently, using the available evidence in this case, it is important to investigate the perspectives of managed change applicable to this particular case. Conversely, managers face dilemmas while confronting various situations in the organization. Therefore, it is crucial to identify the dilemmas of change faced my managers in this case while also accessing strategic thinking in this business organization regarding the process of change. Finally, it is crucial to investigate the causes, processes and consequences of change as presented in this case while focusing on the prescriptive model. Drivers and Agents of Change It is important to point out that change in an organization does not occur without drivers and agents that push for the change to occur. Therefore, it is important to point out that different change drivers and agents of change require managers to operate in approaches that helped an organization withstand the change process. Drivers of change are crucial in identifying what causes the change in an organization. In effect, drivers of change can be classified under two categories with these drivers being in either external or internal. Internal drivers of change include the culture of the organization, organizational behavior, and the mindset in an organization (D. Anderson & L. Anderson 2010). Based on the foregoing, it should be noted that the change process in this case is driven by factors within the organization that drive the need for change within the organization. On the other hand, external drivers of change include the business environment, the marketplace, and the business imperatives that require the business to behave in a particular manner due to the need for strategic change (D. Anderson & L. Anderson 2010). In addition, it is important to point out that the organizational imperatives are drivers of change that require an organization to operate in a different mindset known as systematic rethinking. In the case study, Biggs used systematic rethinking that ensured that the organization operated using a different mindset that enhanced creativity and innovation. Agents of change in an organization act as catalysts of change that cause change to happen in an organization (Lunenburg 2010). In this regard, the agent of change in Clemenger BBDO is Peter Biggs who was responsible for the introduction of sweeping changes within the organization that contributed to the success that the organization witnessed. Perspectives on Managed Change Based on the presented case study, the most appropriate perspective on managed change that is most appropriate is the cultural perspective on managing change. In this regard, this perspective is crucial in this case since it focuses on the entrenched values within the organizational framework and focuses on changing these values in order to achieve the desired state (“Lecture 1”). It is crucial to point out that agents of change within the organization identify the culture of the organization and make changes to the organization in order to develop a new cultural outlook within the organization. Based on this case, Biggs identified various aspects of the organization culture that required to be addressed in order to facilitate the change process. First, Biggs identified the culture in the organization that made the organization fear to take risks in the industry. Consequently, the fear to take risks in the organization resulted to the failure of the organization to maintain the same archaic principles that failed to impress new customers. In this regard, the culture at Clemenger BBDO was an inwardly-focused culture that failed to use the wealth of creativity within the organization in creating novel and interesting advertisement concepts. Dunphy and Stace's five dilemmas of change During the process of change, there are five dilemmas that managers and change agents need to address in order to manage the change process in an effective manner. The five dilemmas of change, as noted by Dunphy and Stace, are crucial in the balancing and conciliating of the change processes that often appear as conflicting dilemmas (Parker & Craig 2008). In this case study, Biggs managed the first dilemma of change that focuses on adaptive strategy against rational strategy development by ensuring that he focused on improving the revenues of the organization in the long-term, and focused on future possibilities. In addition, Biggs ensured that he provided the organization with the opportunity to change while also helping the organization to adapt in an environment that it knew little about due to the inward-focused approach that the company had adopted. On the other hand, it is evident that Biggs managed to bring a cultural renewal within the organization while focusing on the creativity within the organization in order to bring changes in systems of the organization that focused on innovation as the key driver of growth. In this case, it essential to point out that through ‘opening up’ of the interaction process, people interacted within the organization and with their customers and share ideas in order to renewal the organizational structure. Consequently, this ensured the management of the second dilemma of cultural change against the structural change was effective (Parker & Craig 2008). The third dilemma of change focuses on striking a balance between continuous improvement and a radical transformation (Parker & Craig 2008). First, the company hired Biggs whose style of management was informal and hands-on in order to introduce a radical transformation within the organization. On the other hand, it is crucial to point out that Biggs’ style of leadership was essential in ensuring that there was a turnaround in the company with continuity in improvements on his approach in tapping into and unleashing the wealth of the expertise within the organization. Strategy, Strategic Intent, and Strategic Thinking Thompson and Martin (2005) identified strategy as a way of recognizing opportunities in an organization and planning the approaches to exploit these opportunities while also addressing the threats within the organization. In this case study, there is evidence of strategy since Biggs identified the creative talent within the organization, which is an opportunity that existed with plans consequently developed in order to ensure that the company achieved its objective to transform. On the other hand, there is evidence of strategic intent in this case study. It is evident that Biggs’ managerial approach of ‘opening up’ the organization would open an avenue in which the workers would share ideas amongst themselves, and their clients in order to develop creative concepts that were crucial for the transformation of the organization. Finally, strategic thinking deals with the adaptation and improvement of various processes within the organization in order to create a competitive advantage within the organization (“Lecture 2”). In this case study, creativity defined the main strategy for the organization with Biggs working with all the important departments within the organization in order to define a strategy that was manageable within the organization’s resources. Role of Organizational Culture in the Management and Implementation of Change The culture in an organization determines the set of values, the beliefs, norms, and the understanding that members within the organization share between themselves and teach new members joining the organization (Daft 2009). There are various approaches within which an organizational culture can be used to manage and implement change in an organization. Culture can be used to determine the available knowledge in an organization and its transfer and use in the organization through a change process (“Lecture 2”). In line with this, it is evident that Biggs embarked on a process of identifying the organizational culture that was self-focused and individualistic in order to recognize the creativity potential in people and use this aspect by turning it into teamwork in the organization. In this case, the aspect of the organizational culture within which the self-focused approach among the employees was turned into teamwork highlights the use of culture to implement change. On the other hand, the culture of the organization that required formal performance of tasks, which caused little risk taking amongst the employers was based on the importance that the company attached on responsible financial management. In line with this, Biggs effectively used this aspect of organizational culture by ensuring that creating the new strategic direction was based on sound financial grounds that emphasized on control of resources. Causes, Processes and Consequences of Change The process of managing change in this organization was based on a model that focused on transforming the self-focused and individualistic culture and promotes innovative approaches and creativity in the company. Consequently, this is evidence of a prescriptive model of how change should take place within an organization by ensuring creativity and innovation (“Lecture 3”). In this case, Biggs’ major principle was to ensure that the required transformation required in the organization was achieved through a process that encouraged the transformation of culture by enhancing team work in order to promote innovation and change. Democratic leadership is a crucial component of the prescriptive model of change (“Lecture 2”). In this regard, it is essential to point out that Biggs’ approach to management was informal although hands-on. In this case, the informal approach to leadership was effective in avoidance of a bureaucratic process that does not promote innovation and creativity within an organization. Conclusion From the foregoing, it is essential to point out that Biggs used a strategy that focused on creativity and innovation in order to achieve change. In line with this, Biggs focused on a hands-on approach to management that was informal in order to ensure that he promoted innovation and creativity by avoiding the bureaucratic processes that rarely support innovation and creativity in organizations. Consequently, this is evidence of how change in an organization happens under a prescriptive model. In addition, the case indicates effective management of dilemmas of change that requires the management to ensure a balance between two conflicting approaches in the organization. Overall, the transformation of the organizational culture, which did not support innovation and creativity due to the individualism in the organization, to an organizational culture that focused on teamwork was an effective approach of achieving creativity in the organization. Reference list Anderson, D and Anderson, LA 2010. Beyond Change Management: How to Achieve Breakthrough Results Through Change Leadership, 2nd ed., Pfeiffer Publishers, San Franscisco. Daft, R 2009. Organization theory and design, 10th ed., South-Western Cengage Learning, Mason. Lunenburg, FC 2010. Managing Change: The Role of the Change Agent. International Journal of Management, Business, and Administration, 13(1) [online]. Available at: . “Lecture 1” lecture notes distributed in [COURSE TITLE] at [YOUR INSTITUTION], on [DATE]. “Lecture 2” lecture notes distributed in [COURSE TITLE] at [YOUR INSTITUTION], on [DATE]. “Lecture 3” lecture notes distributed in [COURSE TITLE] at [YOUR INSTITUTION], on [DATE]. Parker, D and Craig, MA 2008. Managing Projects, Managing People, Palgrave MacMillan, South Yarra. Thompson, JL and Martin F 2005. Strategic Management: Awareness And Change, 5th ed., South Western Cengage Learning, Mason. Read More