Planning Strategic Organizational Change - Essay Example

?Planning Strategic Organizational Change To start with, change takes place within organizations on a consistent basis. This is because change must take place at the best of times. It eases up processes and is presented as a quick-fix solution to the issues that the organizations of today are faced up with. The change regimes are seen as having a pragmatic effect on the people because their work tasks become manageable and their respective work zones are given the facilitation that they are looking forward to receiving. The change element is now being seen as a very constructive force within the reins of an organization. This is because the organization banks on the positive developments and growth changes happening on a constant basis. The change is also a response to the organization’s hard line towards its activities which have not been able to turn a new leaf towards its own development over a period of time (Ginzberg, 1957). What one must understand is the basis of growing for the sake of the organizational processes and the attached undertakings that are tied up. This will mean that the change is constructive and has a positive bearing on just about everyone present in the company as well as the processes and activities that are a vital part of the same. This paper discusses the basis of change being an important element within any organization in this day and age, and how it has been able to manifest growth, development and productivity for a long period of time now as has been proven with due research and evidence of study. Moving ahead with the discussion at hand, this change can both be external as well as internal, having either positive and negative ramifications in the long run. This is true in the case of change being a vital agent within the organization’s processes where its implementation is direly required and can have serious consequences in the long term scheme of things. The external change is not that controllable, however it is the internal change that demands a great deal of caution and care. This is because the internal change can have more drastic results than the external change can ever envisage. This is in line with the understanding that the organization must understand the basis of its success through this change which is intrinsic and which shall have a positive bearing on the people as well as the organizational processes, tasks and activities. The strategic organizational change is always internal because it involves processes which have serious and direct effect on the organization’s processes and long term future plans and initiatives (Sugrue, 1999). This is required as it will enable the top management to decide where it wants to reach and what it wants to achieve within the shortest possible time. What is required here is a collective approach to set things right from the control perspective, which has by now come about with due hard work and dedication on the part of the people who have made the change possible. From a strategic organizational change perspective, it is always significant to note that the best possible results could be achieved when there are sequential steps to take care of the organizational hierarchies and when all of these look after the basis of growth and development for the sake of the company that one is talking about here (Brown, 1996). The change regimes are assisted duly by the role of the top management which gives the final approval for this change to come about in entirety. What one must comprehend here is the fact that change should be permanent and not eyewash alone. It should manifest itself in such a manner that there is a win-win situation for everyone within the organization. If this does not happen, then this change has not come about and it would be better to implement it in a better way yet again. The strategic efforts within the change regimes are significant because outline the need to remain head-on with the incorporations that have been done over a period of time and which shall be the essence of achieving success in the long run, within the reins of the organization (Want, 1990). The change realms are such that these should always be seen from a very broad perspective because the end results are varied and quite wide in their stance. The role of the people handling such affairs is imperative because it makes the entire task difficult to manage within this day and age. People are not willing to change that easily and this requires strenuous efforts on the part. What remains to be seen is how these efforts are streamlined and what kind of results come about in essence. Change must happen in a pragmatic fashion otherwise its use is limited and the results become null and void. Therefore what remains to be seen is how the change is embedded within the dynamics of an organization and what kind of positives are deemed as attainable within the long term scheme of things. What needs to be understood here is how change has been able to make its message get heard within the organizational dynamics. The need is to contemplate the due use of technology and the related undertakings within the changing scenarios as these have come about within the organizations, and how these will continue to make their mark within the relevant scheme of things in the future. The requirement is sought because change always takes place from the top so that its related efforts and undertakings are made smooth. If these happen in a fairly adequate manner, then there are easy workflows which get devised at the end of the day. A proposal that could be presented here as per the change basis is one that banks on reliability more than anything else. This means that the change is both long term and has a direct influence on the people who are undertaking efforts and endeavors to make the impossible turn into possible areas for growth, productivity and development as far as the organizations are concerned. This proposal would ask for a change that is both organizational-centric and has a consumer perspective attached to it as well. What this will hold for the people who are its direct customers and consumers is something which goes ahead and changes the course of their actions in the future undertakings. The change element would be manifested in such a manner that there are more takers of the same ideology than the ones who would forthrightly reject it on one context or the other. What this shall do in essence is to tell people that change is for real and it shall happen for all the right reasons. If the change aspect is unable to document its own self, the top management would have to bear the consequences of the same and hence the organization would suffer as a result of the same (Thomas, 2005). This change could be in a number of different areas, platforms and segments. The proposed change would only be deemed as beneficial if it is able to garner the support of the employees who are working under the aegis of the organization and who look forward to receiving the advantages that remain hidden within such quarters. The impact of this proposal is such that the human resource management domains and the other related agents within the organization need to be on the same footing as far as work undertakings are concerned. They must understand where this change is coming in from and what kind of attributes it has within its entirety. This is going to be a far-reaching conclusion as far as understanding the extent of change is concerned. The change aspect should always be seen from the long term perspective of bringing in the organizational harmony that one is most likely looking forward to have as far as comprehending the dynamics of the modern day organizations are concerned. This will set the ball rolling and allow the people to have a clear cut insight into how things are handled and what could be judged from the endeavors and efforts which have been put in. the likely impact of this proposed change would be that the employees will either get frustrated or they would be satisfied with the new changes that are coming in within their workplace manifestations (Caluwe, 2000). It is a fact that most of the employees would rather be sad than being happy with the new changes as hardly anyone accepts changes that easily. It is indeed natural tendency to keep away a changing scenario as far as possible and implement the same in a late capacity. This speaks volumes for the people who believe in change and would like to go ahead with it in one way or the other, even though they are generally against the very dictum of bringing in a change in the first place. The impact of this change would therefore be both positive and negative because this would mean an understanding of sorts, as far as the work ethos is concerned. The top management must realize that this change is for the long term and shall reap the best possible results in the long run. The planning processes that have been made note of in this discussion center on the premise of being fair and balanced towards the workers and employees so that they can learn over a period of time. This change must happen from the very beginning so that the rewards are aplenty and there is a great amount of learning that is done all this while. This planning is both for the short term as well as for the long run. It solves the problems that are related with change being in the implementation phase (Kaye, 2003). The need is to analyze and basically evaluate how this change shall mean success for the people at large, and how this will manifest a sense of ease within the working dynamics of these very employees. The employees need to gain the insight here that if their organization is reaping the benefits due to this change that is happening within its folds, then they should be ready for the dividends which shall arrive sooner rather than later. It will also mean that the employees must have a very can-do attitude that must form the basis of many an initiative at the workplace. It will tackle the negativities which have arisen at the workplace as well as the future ones which shall arise with the passing times (Schneier, 1993). The implementation phase for the sake of bringing in the much needed change is a significant exercise that needs to be properly understood. This is because implementation will practically shape up the change that has been envisaged for the sake of proper incorporation. It would ask the top management within an organization to be wary of the positives as well as the negatives which have benefited or brought problems for the discussion on the change premise. What remain to be seen is how change is manifested in a true form and how its role would mean significant pointers for the long term scheme of things. This implicates for a great amount of success for the sake of the organization and the people who work within its different processes, events and activities (Church, 2002). The confirmation for the same is verified by the eventual results that come about within the related thick of things, and which should always be judged from a perspective that is not only balanced but also logical. The implementation phase raises quite a few eyebrows because it is the actuality of the change that has come about with the advent of time. It is the ultimate basis for attaining success from the strategic perspective and it is the eventuality that reaps quite a good deal of value for the people, the resources and the overall organization. The employees believe that it is their right to be valued for bringing in the change which is suggestive of the fact that there have been serious positives which will shape up its actions and tasks. If the implementation is done properly, the negatives attached with it will subside with the passage of time (Berkowitz, 2003). Also these negatives might turn into the positives as the employees learn that it is for their own good to embed the change that the organization is looking forward to having within its folds. The implementation plan for change is significant to have because it outlines the need for attaining success and the employees also know that they would be looked after well by their employers once the change has set in and its effects are known to all and sundry. Change is such a quick process that it can make or break a process which exists within an organization. Change can always make giant strides within the long term objectives and goals that an organization has envisaged for its own self. The implementation plan can only be seen as being beneficial when it delivers on the value premise for the organization, and when it is able to meet the intended objectives and end goals that the top management has planned for it in the long run. The implementation phase is usually given the go-ahead signal by the top management because its results are known to them and hence the end goals are easily understandable by them (House, 2004). There is a marked difference between how success is determined and how it can be translated into further areas of strength, growth and development in the times to come. The implementation plan for change is therefore dependent on the wishes and aspirations of the people who work to best effect for achieving sound results that an organization would like to have within its folds. This would mean that the organization is willing to learn new aspects of growth and development as far as acquiring the basic tenets of change are concerned. To conclude with the discussion at hand, change is one of the most quintessential aspects that an organization needs to understand and come to terms with. This shall be the point where its success and long term accomplishment of goals and objectives is based upon. What therefore remains is how well the change has been incorporated within its domains so that the people within the organization could have a sigh of relief within their dispositions (Schmuck, 1995). In entirety, the organization that has been discussed within the midst of this paper is one that is broad-minded in its thinking, and open to all sorts of ideas and concepts so that its success is linked up with the objectives and goals that the top management has thought out of it in the long run. Change is always a promising act but never taken with a welcoming sign by the employees because they are wary of it for a number of reasons. However, the significance remains because it has a drastic role within the shaping up of organizational tasks and processes all said and done. References Berkowitz, P., 2003. The Heart of Change. School Administrator, 60 Brown, S., 1996. Implementing Change in a Correctional Setting. Corrections Today, 58 Caluwe, L., 2000. Learning to Change: A Guide for Organization Change Agents Church, A., 2002. Organization Development: A Data-Driven Approach to Organizational Change. Jossey-Bass Ginzberg, E., 1957. Effecting Change in Large Organizations. 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