Traits of Change Management - Essay Example

? Change Management Change Management Change is a process of becoming different or an alteration of the norm. Therefore, change management is a strategic activity aimed at getting the best outcomes from the change process; both from the perspective of an organization and individual level (Spencer, 1998). In the context of our topic, change can either be internal or external. External changes originate from the environment of the institution while internal changes originate from the within the organization. Changes are bound to receive a lot of resistance and a good management should be well equipped with the right managerial styles of dealing with it. Changes are unique and specific depending on the diversity of the workplaces; however, they display some degree of similarity with regard to how they are implemented. For any firm to run, it has to undergo some changes. The changes may be both internal and external, and they occur along its life line aimed at various reasons of prosperity. As a result, the necessities for the changes are numerous. Firstly, internal change assists in maximizing the opportunities presented by the proposed change. This is achievable and is usually guided by the laid down procedure that presents the innovation. Also, it helps identify and overcome impediments that overburden a given enterprise which directly brings down the outcome for which the organization is set. Change could also be done to minimize the disruption to programs and services. This is especially where there is no clear definition of roles in a workplace. In most cases, this leads to the duplication of duties; hence, inefficiency in service delivery (Mayle & Salman, 2009). External changes usually arise from the authorities, and they do not necessarily aim at improving the conditions at the work place. However, these changes have to be dealt with to ensure a good working environment. When these changes come about, it is the duty of the management to know how to deal with them. The management is, therefore, involved in various ways with this regard. This is because it has to ensure that it balances the changes being introduced and the interests of the people executing them (Spencer, 1998). Hence, its role is double edged; first to ensure that the change is executed as well as solve any dispute or resistance arising from the given change. The management of these changes can only be successful if the manager applies appropriate managerial styles. The management’s first mandate is overseeing of the enactment of changes and using various management styles. Furthermore, management styles evolve with time; hence, they can be classified as old and new. However, they all serve the purpose intended. The first approach is organizational development (OD). This is an approach which recognizes the reality of post-modern organization. This internal change approach enhances the separation of roles brought about by the intended change; hence, increased efficiency (Mayle & Salman, 2009). The Integrated Strategic Approach (ISC) as another method. This is change management method where participation is encouraged. This is such that all employees are involved in the analysis, planning and implementation process. Therefore, this means that they work together towards creating shared ownership, as well as improving coordination and integration of all work stations. This change .management approach fits well because it faces less resilience since it creates an environment where every worker feels as part of the system (Beerel, 2009). Trans-organizational development (TD) is another approach which is emerging. This approach has been brought about by the realization that everything is interdependent and organizations are part of a bigger system. TD is a form of planned change that enables organizations to collaborate with each other in resource and risk sharing. This is especially in cases of external changes that cut across various organizations. Spencer (1998) suggests that organizations should approach change less like managers and more like biologists in order to achieve sustained change. This approach enhances the adaptation to changes, especially external ones where companies share a certain resource or are required to integrate at some point. The social-technical approach is another style that is used to approach change. This style emphasizes on the demands of the business. Additionally, it is usually used to emphasize an organization’s role and can better be viewed as an internal change. When this approach is well handled, it is indeed possible to mobilize workers to achieve the company’s mission. This is because the approach applies a constant reminder on what the change is meant to achieve. The only shortcoming that can lead to the failure of this management approach is that it does not give precedence to the basic needs of employees such as job satisfaction. This approach proposes that both technical and social systems of work should be well utilized. By so doing, an environment of change extension is created (Pardey, 2007). Employing a learning process can also be used to approach and manage change. This requires a participative management and interconnectedness in an organization. In this approach, knowledge and skill are used as an important tool and resource to determine organizational success (Waddell & Singh, 2004). This calls for the management to train the organizational personnel to accept the changes through trial and error. This is set to focus on goal setting and feedback in the determination of efficiency of the given change. The lean production approach is another method. When well applied, it can be used to effectively manage change (Beerel, 2009). Lean production is based on the principles of zero defects, zero inventories, and zero waste. This can be achieved through the integration of all systems. It is pertinent to note that this is a philosophy of quality and minimum waste among highly and semi-skilled personnel. With integrated as a means of change, the net effect is a positive change that helps to augment the efficiency and production of a given firm. This is especially used where the management aims at changing things and reducing inputs so as to of bolster its outputs. The advantages of these styles are numerous especially where the manager displays capabilities to managing changes, be it internal or external. Apart from forcing discipline and forward looking among the managers, they also force them to communicate organizational goals and strategies based on issues. At the very least, managers are encouraged to produce long term analysis; as well as evaluate and integrate short term plans being implemented. Furthermore, planning and changing the ways things are done provides a framework within which the management is able to benchmark the short term decisions done. Strategic management has, therefore, remained an extension of the controllership function (Pardey, 2007). These change approach styles have some limitations. As a result, despite the simplicity and perceived security that is perceived by the organization and its members, some strategies to manage change limit the organization’s ability to reconsider its course once the change policy is implemented. Some of them also limit the organizational ability to respond promptly to changes in the environment. Given the turbulent complex organizations face today, these styles are not always acceptable. Furthermore, when the manager cannot guard well the implementations, the demerits are sometimes insurmountable (Spencer, 1998). In a conclusion, changes occur in the day to day running of our organizations both internally and externally. Therefore, it is the duty of the manager to identify and apply the right managerial approach. This is in order to help utilize any positive change and be able to contain the negative ones. The improvement of an organization and how well it adapts to changes holistically depends on the capability of the manager to manage change. References Beerel, A. C. (2009). Leadership and change management. Los Angeles, CA: Sage Mayle, D., & Salman, D.P. (2009). Change management. Los Angeles, CA: Sage Pardey, D. (Ed). (2007). Change management revised edition. Amsterdam: Pergamon Flexible Learning. Spencer, J. (1998). Who moved my cheese? New York, NY: G.P. Putnam’s Sons Inc Waddell, D., & Singh, M. (2004). E-Business innovation and management. Hershy, PA: Idea Group Publishers. Read More