Benefits of Utilizing a Change Specialist - Essay Example

Running Head: RATIONAL FOR CHANGE Rational for change Name Course Instructor Date RATIONAL FOR CHANGE Step 1: Overview of organizational change Organizational change refers to the process of altering processes, individuals and groups at the broadest level within the organization. It is basically any action undertaken by management to shift direction of the organization processes. Organizational change must affect the entire organization and it affects all members equally and not just a group or set of programs. It can either be deliberate, organized and planned by management or it could be external beyond the control of management. An example of interior change is a situation where a hospital changes from inpatient care program to an outpatient approach. On the other hand, cut of budget by the Congress would be regarded as external change as management of the organization is not involved in such a decision. Dynamism in both external and internal forces that affect the organization makes change inevitable. External forces comprise technology, demographics, competition, customer tastes and preferences while internal forces include financial constraints, mergers and acquisitions, and organizational workforce. Managing change is not an easy undertaking and presents a wide range of challenges to management. Meeting the expectation and demands of all stakeholders including customers, suppliers, stakeholders and management is quite difficult. Organizational change is not only important in ensuring organizational survival, it is also essential in retaining an organizations relevance in the world of rapid communication, constant technological progress and intense competition. However, in order to experience the full benefits that come along with change, the change must be knowledge driven (Fernandez and Rainey, 2006). Step 2: Benefits of utilizing a change specialist A change specialist plays a core role in assisting an organization to succeed in its changes by maintaining the rigor and focus that is required to support the staff. The specialist may focus on different fields within an organization. These include: changes to technology and systems, business processes, organization cultures and job roles. It is important to note that a change management specialist does not carry out supervisory roles. He has to work together with other employees with the organization. There are various benefits that an organization will gain from utilizing or consulting a change specialist. One of the benefits is that an organization will be able to adopt faster to change that are beneficial to its services. Indeed, as the change specialist will coach the executives and senior leaders in the organization, the management will therefore, be equipped with the necessary tools to run the organization. In addition, the coaching will be extended to the other managers and team leaders who will assist in direct reports. As the change specialist will identify the risks that are present within the changes that an organization is planning on implementing, the organization will be able to alert of these risks and come up with strategies that will ensure that the risks are minimized. The services that will be rendered to the clients will be excellent. The organization will therefore, boast of good profits. This will be as a result of excellent management strategies that change specialist will help in developing in the organization (Homburg et al., 2000). The organization will be assured of good performance as the specialist will help in identifying performance and resistance gaps and will then work on developing and implementing the required corrective actions. Basically, the organization will be able to come up with excellent strategic plans and will therefore, ensure overall success. Step 3: Questions for the organization to consider when identifying the need for change “What need to be change?” When the organization has been incurring losses for a given duration “Who should be involved in the change plans?” Different departments have different performances. Some departments within the organization have shown excellent work while some have poor records for a long time. “How many meetings will be needed?” If the complains from the clients need urgency. “What will be the results of these changes?” In a case where the employees will be directly affected by the changes that will be put in place “When is the right to make the changes?” When the operations of the organization have a set duration to carry out its activities “Any costs incurred as a result of the changes?” If the profit margin of the organization has been small. “How will the organization ensure that the changes will be implemented? When an organization set up different strategic changes “What are the benefits that will be gained?” If the organization is likely to incur costs during the implementations of these changes Step 4: Steps to strategic change program Some of the key steps towards achieving strategic change within the organization include: 1. Determining of the context of change: This is the period where the organization gathers information and analyses the change. The questions that need to be addressed in this stage include: Is the change imperative? Who is to be involved in the change? What are the benefits of change? 2. Building support for change: This involves selection of leaders in all levels of the organization to spear head the change process. Influential members of the organization could also be included in this team in order to initiate all employees into the change mood. 3. Motivation vision development: A concise and clear vision is essential for inspiring employees towards change. The vision must be easy to understand. 4. Articulate specific, clear, and realistic goals: Whereas a vision motivates members of the organization, strategies and goals guide them into bringing the vision into reality. In addition, progress of the change process can be measured against the set goals. 5. Communication: Any available method of communication should be utilized to inform stakeholders about the change, its rational and vision. Communication methods include staff meetings, e-mails, text messages, newsletters, posters and bulletins. 6. Identification of change barriers and ways to overcome them: External, internal, cultural, logistical, systematic and psychological problems are best addressed by engaging staff into dialogue to attempt solve the problems. 7. Appreciating efforts of participants: Managers are mandated to reward participants who demonstrate productivity in the change process. Such rewards can be in form of bonuses, promotions, awards notes of appreciation and desirable assignments. Step 5: Steps in risk management/cost benefit analysis of the change Risk management analysis 1) Planning: This stage involves developing the real action plan in risk management. The procedure involved include determining indicators of risk, selecting appropriate methods of reducing the risks, ensuring actions taken do not produce unwanted consequences 2) Resourcing: The risk management plan must be allocated financial resources in addition to human resources. This team should conduct feasibility studies to determine if the risk management plan is viable. They also oversee the execution and implementation of the plan. 3) Controlling: The plan must be within resource limits and it must be executed and coordinated in accordance to the organizational activities. Communication must be of paramount consideration to avoid collision of interests and activities. 4) Monitoring: Once the process has taken root, it is important to assess its progress against project goals. Monitoring also entails identifying lessons learnt from the risk reduction process (Crump, 2011). Cost benefit analysis This analysis brings out the relationship between the costs that management will incur during implementation of the change and the benefits of change that will result. Potential costs of undertaking the project are listed on one side against expected benefits. The purpose of the cost-benefit analysis is to determine of the proposed action is appropriate. Cost-benefit analysis is an initial step during implementation of change and comprises of three main steps: Preliminary survey, feasibility tests and final reports. Step 6: Change management project plan According to David (2012), change management is defined as a structured approach to transitioning or rather shifting teams, individuals and organizations from its current states to a desired future state. It is usually aimed at assisting employees to embrace and accept changes within their current business environments. A change management project plan is a very important document in a given organizational change management process (David, 2012). A change management project plan is defined as a document which largely provides an organizational project with a method of monitoring and controlling changes within a given project. This plan should be completed as part of a given organizational project planning or similar, as part of planning within change management and it should largely include a risk plan as well as various change management issues. David (2012) maintains that, there are very numerous benefits that are associated in the establishment of a change management project plan. Through establishing an effective change management project plan, an individual is able to gather the benefit of establishing a powerful communication tool within the project. According to ExecutiveBrief (2011), communication is considered as key towards the implementation of an effective project. Further, the plan enables individuals within a project to identify risks at all stages within the project lifecycle therefore making the plan a fundamental input in this identification. Other benefits includes; reduction of efforts required in analyzing various change impacts, portfolio resource planning and project facilitation and finally, it acts as a medium for knowledge capture (ExecutiveBrief, 2011). Components of a change management project plan There are various components that are found in a change management project plan. These components include: Action plan which is a document that enables a team within an organization to focus on its objectives and vision Communication plan largely assists to reach the targeted audience through effectively communicating changes to all listed stakeholders as well as the project team Training plan ensure that details of training requirements as well as strategies are well communicated to the project team Employees readiness plan is a document that largely comprises of strategies that prepare employees for change which should also incorporate efforts that widely addresses any resistance due to organizational change Release plan is a document that widely communicates the details of the final stage in the implementation of various change initiatives Review/monitoring plan is a document that gives an analysis of the results that are largely compared with the given original objectives To conclude, this brief report has outlined major steps that can used to achieve successful implementation of change within organizations. It is quite clear that change is inevitable and remains to be an integral part of an organization hence should receive maximum attention. The report has presented a general layout of an organization change plan in which any organization can apply depending on its needs and services line. References Crump, J. (2011). Risk management in projects: 17 steps to success. Retrieved on 24th January 2012 from http://www.saferpak.com/project_management_art2.htm. David, B. (2012). Change management. Retrieved on 24th January 2012 from http://www.information-management-architect.com/change-management-process.html ExecutiveBrief. (2011). The benefits of an accurate project schedule. Retrieved on 24th January 2012 from http://www.executivebrief.com/blogs/accurate-project-schedule/. Fernandez, I. and Rainey, H. (2006). Managing successful organizational change in the public sector. Public administration review, volume 1. Homburg, C, workman, J, and Jensen, O. (2000). Fundamental changes in marketing organization: The movement toward a customer-focused organizational structure, Journal of the academy marketing Science, 28(4)459-478 Read More