Change Context in an Organization - Essay Example

Change Context School Change Context According to Graeme, (2006) “Organization change takes place within a context” (p.10). This context, in most cases, is subject to change over time and plays a vital role in necessitating any change. Understanding the context of change allows one to understand the organization changes quit well, as organization changes usually revolve around change in context. The first step, which results in context change, seeks to question whether the activities in the organization are responsible for the changes, or whether the changes are just occurring in a spontaneous manner. For example, one may question whether a halt in the organizations operations would result in the same changes observed and the consequent associated benefits, or, while in operation, what changes are the organization seeing in its context, that need to be taken into the account. A credible answer to these questions will allow the organization identify what is important and effective this will allow the organization to develop necessary activities that seek to drive the organization to an affirmative position, and communicate its impact in a better manner. Change doesn’t usually occur in an unprecedented manner, and arriving at a reasonably acceptable form of change requires assessment and implementation of strategies meant to accomplish the organizations set goals. In most cases, organizational change results from major external driving forces that the organization has little control over, such as need for increase in productivity, significant cuts in funding and need to address new market targets, among others. Normally, in a bid to keep up with these changes that affect the organization, unprecedented changes must occur, devolving the organizations structure to newer improved standards that can keep up with the changing environment. Such evolving changes may include formulation of new policies such as changing from a highly hasty decision making entrepreneurial tendency to one which observes calm and critical planning preceding decision. Such a move, which alters in the organizations operations results to organization-wide change. Week 1:Blog 1 In comparison of three advertisements seeking to find viable individuals for employment in a managerial post, all the advertisements required highly trained individuals, with an adequate educational background. Also, the duties to be tasked to the manager were quite similar, including development of new organizational ideas, planning of the organizations expenditure, identification of issues affecting the organization and ensuring high performance and efficiency of the organization. However, major differences were noted, including the amount of tasks expected to be handled to each manager, which depended on the job title and level of academic qualification required and expected amount of salary which was also dependent on the same. Blog 2 Management change is necessary for prioritizing, focusing and capturing opportunities for the improvement of the business. Change of managers allow for new ideas to be put on the table, necessitating positive change and result outcomes from an organizations undertakings. Change of management, provides the essential context that can drive prioritization and commitment of staff to achieving the set goals. Swan Care With over 50 years of experience, Swan Care boasts of providing a variety of services for the aged, mostly people living with disabilities or dementia. The extensive services provided by this organization are specifically designed in a manner that promotes the maintenance of independence, improvement in the quality of life of its clients and ensuring early entry into residential care is avoided. The organization works in line with philosophical values which nurture independence and it makes use of a wellness approach in delivering services. This approach ensures services are delivered in an excellent manner that would enable the clients to build on steps towards attaining self independence thus improving their quality of life. Swan care employs the use a number of qualified and dedicated volunteers who work effortlessly in providing services. This technique utilizes the concept of limiting expenditure on staff while at the same time maximizing on client satisfaction. The organization structure of swan took the initiative to outsource most of its activities to this group of dedicated volunteers, giving its existent workforce he much needed rest from the tiresome job they previously undertook. Only provide the services that it does through the support of a dedicated team of volunteers. Week 2 Organization Change Typically change in subject to resistance resulting to the fact that people are afraid of venturing into the indefinite. A number of people usually question the effectiveness of steps put in place with the aim of accomplishing major organizational changes. Often conflicting goals in the organization, e.g., to increase resources to accomplish the change yet concurrently cut costs to remain viable. Organization-wide change often goes against the very values held dear by members in the organization, that is, the change may go against how members believe things should be done. Thats why much of organizational-change literature discusses needed changes in the culture of the organization, including changes in members values and beliefs and in the way they enact these values and beliefs. Successful change must involve top management, including the board and chief executive. Usually theres a champion who initially instigates the change by being visionary, persuasive and consistent. A change agent role is usually responsible to translate the vision to a realistic plan and carry out the plan. Change is usually best carried out as a team-wide effort. Communications about the change should be frequent and with all organization members. To sustain change, the structures of the organization itself should be modified, including strategic plans, policies and procedures. This change in the structures of the organization typically involves an unfreezing, change and re-freezing process. Increased communication and addressing proves to be the key to ensuring a successful initiation of the organization change. It is usually advised that the organizations management take time to hold meeting with their staff and seek to explain the reasons that have resulted to the decision of aiming towards change and the steps which will be followed in implementing he change, together with the expected outcome of the change. Developing a plan on how the communication process will be done is very essential as it will set out important guidelines to be followed in allowing for overall discussions and suggestion from the staff members, together with the issues that affect them. This creates harmony and a proper understanding in all avenues of the company preceding the change. Week 3 Models of Change There are three general models of change namely, Lewin’s change management model, McKinsey 7-S model and the Kotter’s 8 step change Model Lewin’s Change Management Model This model created in the 1950s by psychologist Kurt Lewin, offers a simple outline of what all change involve.  It takes into consideration the basic assumption that as a result of competing forces which are at equilibrium, a condition inevitably occurs, and adjusting these competing forces results to change.. Lewin, in his explanation of the model, pointed out the existence of three stages of change which majority of the people experienced, however most seemed to prefer operating within certain stretches of safety zones. The first stage is called the unfreeze stage, whereby most people will be actively participant in making efforts aimed at resisting change. This is due to their normal nature of fear of the outcomes a particular change may bring about. However, he explained that overcoming this tendency would only be achieved through motivation and proper explanation of the positivity of the change. The second stage of the change involves the transition period whereby the organization goes through a period of change mostly lasting for an undefined amount of time. In order to effect successive transition, active leadership has to play a major role as it provides the necessary guidelines and motivation for effecting change. The final stage is called the refreeze stage. In the event of a successful transition period, the organization starts to go back to its stability phase, operating under new and improve guidelines. This change model stands as the most widely used in organizations but despite this, it still takes longer periods of time to implement. Its vast use in majority organizations owes to the fact that it is quite simple to effect. McKinsey 7-S Model The McKinsey 7-S model, created in 1978 by Robert Waterman, Tom Peters, Richard Pascale, and Anthony Athos during a meeting provides a general approach to organization. To make use of this model of change effectively, the following important factors need to be implemented collectively; strategy, style, shared values, systems, skills, Structure. Benefits associated with the McKinsey 7-S Model include: offering an effective method that can be used to diagnose shortcomings in an organization and understand them clearly, Providing the necessary guidance to the organization in steps to be followed to move forward, ensures rational and emotional concepts in the organization are tackled in unison and helps to address all issues in the organization in a unified manner as they are all equally important. However, several disadvantages befall this type of change model, such as a change in one part of the organization results to a collective change in all the parts since all parts are interrelated, differences in some organizational aspects are ignored, it is complex to understand and implement this model of and organizations known to have put into use this model of change have experienced a significant higher level of failure Kotter’s 8 Step Change Model The Kotters 8 Step change model is a brainchild of John Kotter, a Harvard University Professor who sought to explain the causes of change as a campaign. In his explanation, he describes that in most cases; employees of an organization will perceive and accept change as a positive step due to the ability of their leaders to convince them so. In his model, he explained 8 steps that necessitate and dictate the implementation of change; There has to exist a considerable increase in the urgency for the change to occur, A team dedicated to effecting the change has to be created, a vision needs to be created, explaining the expected result from the change, the organizations staff need to be communicated to about the change, the staff who are suited for facilitating the change need to be empowered, short term goals expected from the change need to be created, persistence must be observed even in times of difficulty and finally the change needs to be effected permanently. Significant advantages are associated with this model, such as it puts much focus on visualizing and preparing for the change rather than implementing it. Also, the organization will find the process of transition quite easy. Drawbacks associated with this model include necessity of following each step accordingly and not skipping any of the steps and also the long period of time taken to implement this change model. Adjusting to change is quite difficult, but analysis of the here models reveals that Lewin’s Change Management Model is the simplest and most adaptable, despite the long period of time taken to implement it. Reference Graeme, M. (2006). Managing People and Organizations in Changing Contexts. Burlington, MA: Elsevier Ltd. Read More