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Change management - Case Study Example

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Change management refers to the process of directing business operations to a desired future in line with the organisational goals. In the recent past, change management is a topic that has gained a lot of interest from many scholars. Lawson and Price (2003) are among scholars who have focused on the psychological perspective of change management. …
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Change Management College: Change Management Change management refers to the process of directing business operations to a desired future in line with the organisational goals. In the recent past, change management is a topic that has gained a lot of interest from many scholars. Lawson and Price (2003) are among scholars who have focused on the psychological perspective of change management. Their main argument is that change management entails giving the employees a reason to believe in the change, reinforcing change, equipping them with the right skills for change and providing role models. In their view, these are the necessary conditions for changing the employees mind sets.
Aiken and Keller (2003) present the irrational side of change management pin pointing the challenges that leaders face in implementing change within their organisations. While they agree on Lawson and Price’s ideas of change management, they recognise that the irrational nature of human beings influences the implementation of these ideas. Their main argument is that different people respond differently to similar actions of the management. For instance, what motivates one employee does not necessarily motivate the other. Therefore, Aiken and Keller suggest that managers should allow employees to become part of the change and be exemplary in leading change within the organisation.
From my own opinion, Aiken and Keller (2003) provide a more reasonable approach to change management. Lawson and Price (2003)’s conditions for change cannot be achieved if the employees are not given the chance to air their views. Change management theories recognise that organisation transformation takes place only when managers consider the employee input. On this ground, it is recommendable that leaders within organisations get their employees on board while implementing change in their organisation.
References
Aiken, C. & Keller, S., (2003). The Irrational side of Change Management. The McKinsey Quarterly.
Lawson, E. & Price, C., (2003). The Psychology of Change Management. The McKinsey Quarterly. Read More
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