Organizational Change - Essay Example

This discussion evaluates the reasons for change and most probable responses to the intended change; further, change management as explained in the literature will be explored before concluding with key findings. Innumerable reasons drive organizations to bring about changes in various aspects such as strategies, structures, systems, leadership, services/products, markets etc. The process of substantive change is often a complex process and requires the involvement of many people at various levels, and sometimes even external entities.

Reasons for changes can be external forces or internal forces. External forces include political, geographical, legal, social, market-related, competition etc; and internal forces are usually driven by external forces and may include changes to culture, leadership, new products/services, cultural differences etc. Most importantly, organizations are either required to adhere to new laws; adjust to new political systems; enter new geographical locations; introduce new products/services to meet new customer demands; and/or to stay competitive in the market.

Internally, the reasons may include entry of new leaders at the top, which also results in changes in organizational culture and strategies; introduction of new organizational systems, technologies, and structures; introduction of new products/services etc. . n common reasons for resistance, such as lack of information, misinterpretation of change, preference and liking towards the status quo, willingness and commitment, fear of performance-related attributes, and fear. Fear is mostly due to lack of information and understanding related to the need for change and its future impact; fear may also be due to notions attached to job security, status, position or role; fear of failure in performance and rewards and fear associated with increased workloads; fear of change in work groups and disruptions to established interrelationships; and fear of change in power and authority (Nelson & Quick, 2012).

Another important point is that identified by Eccles (1994), i.e., lack of trust in management also causes fear and resistance to change (Dawson, 2003). Another perspective is that of emotional aspect developed by employees with respect to their job, relationships, position, performance, location etc (Jordan, 2004). Nelson and Quick (2012) assert that managing change requires the management to build trusting relationships with employees. Openness and transparency in communicating the reasons for change, process of change and expected outcomes of change can be a great beginning to change implementation.

A shared vision related to the expected outcomes through intended change will improve commitment towards change. Most importantly, involvement and belongingness of employees are required for successful change. Before adopting strategies towards this effort, employee resistance should be addressed through clarity in roles and goals, and constant communication related to the progress of intended change. This will improve employee commitment and trust in management; it will also enhance involvement, cooperation and collaboration of