Organisation Change Management - Literature review Example

Individual Litеrаturе Review &Quоt; Оrgаnisаtiоn Сhаngе Маnаgеmеnt & Quоt Name of Student: Course Code: Instructors Name: Date of Submission: Individual Litеrаturе Review &Quоt; Оrgаnisаtiоn Сhаngе Маnаgеmеnt & Quоt In the recent past, management studies have shifted their focus from work design to individual and organizational aspects. This trend has been referred as the ‘turn to work trend’ (Phillips and Lawrence 2012, p.223). According to Phillips and Lawrence, turn to work principles mainly focus on new dimensions of work which basically focus on elements concerned with an individual person or organization. One of the many elements in the ‘turn to work trend’ is transformational change. Transformational change is the process by which an organization changes its values, processes and people with a view of attaining a specific objective (Washington & Hacker 2004, p. 400) (Chapman 2002, p. 16). As opposed to traditional models which focus on the technical/ work part of it, transformational change also deals with the psychology of the employees. Altogether, transformational change is a systems approach to change which aims at changing the whole organization. The following literature review will analyze several articles with the aim of identifying various elements of transformational change. Transformational change is part of the larger processes involved in organizational development (Chapman 2002, p. 16). In organizational development, the management of organizations aims at coming up with ways in which the organization can be able to increase its performance without compromising on the work processes standards in the organization. Ideally, the business world is very dynamic. There are various micro and macro factors which influence the operations of an organization. As a result of this, the management of organizations have the responsibility of ensuring that their organizations adapt to the changes; hence being able to perform effectively in the new business environment (Barr, Stimpert & Huff 1992, p.16). According to Barr, Stimpert & Huff, transformational change involves a cognitive change in an organization which should be met by a strategic plan which aligns an organization for change and lastly a good leadership which leads to organizational renewal. Transformational change requires that an organization undergoes change in the following four basic areas; organization, people, services and processes (C4EO 2013, p.1). Cognitive change is involved with the change of the psychological aspect of the stakeholders in an organization. Cognitive change is focused on the overhaul change of the people’s perceptions, values and thinking so as to align them towards the objectives which are to be met in by the change. This explains why transformative learning is a key element in transformational change. According to Henderson, transformative learning is a process which enables an individual to examine, question, validate and review the perceptions to the organization which are currently upheld by stakeholders in an organization (Henderson 2013, p. 200). Transformative learning is meant to instill the need for change in the relevant stakeholders. On this point, it is important to note that the readiness for change is an important aspect which influences the success of the transformational change (Frohman 1997, p.40). According to Frohman, there is an inherent need for organizational change to be driven by a personal initiative to change. Kuntz & Gomes approach transformation learning from the perspective of sense making and interpretation. According to Kuntz & Gomes, the success of transformational change is influenced by the readiness of the relevant stakeholders to change in addition to their sense making and interpretation to the need for change (Kuntz & Gomes 2012, p.145). Therefore, the aim of transformational learning as part of transformational change is to influence the development of the three main elements. Firstly, it is responsible for instilling the sense to appreciate the need for change. Sense making is meant to enable an individual to appreciate that there is a need for change in the organization. This is achieved by giving factual data on the parameters involved which necessitate the need for change in the organization. Basically, sense making is meant to equip the individual with the technical knowhow which has been considered in the decision to undertake change (Landau & Drori 2008, p.702). Sense making is meant to reduce the knowledge discrepancies which exist in the relevant stakeholders. As a result of this sense making leads to the development of a desired behavior (Schneider 1997, p. 94) (Washington & Hacker 2004, p. 400). Lastly, transformational learning leads to the readiness for change. Readiness for change is a direct effect of sense making. After the relevant stakeholders have made sense of the change and also interpreted he change positively, then they are ready for change. Readiness for change is a psychological framework which puts the stakeholders at the starting line towards the run for change. The readiness for change is very important to the transformational change process since it influences the general success of the change process (Wanberg & Banas 2000, p.133). At this point, t is important to note that readiness for change should be met by a shared vision in the sense that all the parties involved should work towards common objectives. As identified earlier, transformational change also requires that the organization undergoes change. For this reason, the management of an organization should develop a strategic plan which outlines the current state of the organization and the exact situation which the organization desires to be in a specific period of time. Ideally, the strategic plan is responsible for overseeing transformational change in an organization. Key to the strategic plan is the mission statement which identifies the specific ways which the organizations would use to meet the objectives of the change. In the statement, the organization outlines the specific processes which it would use to achieve change and also the relevant people who will be instrumental in the change process. According to Clarke and Meldrum, the management should come up with a plan which is specific to the change and operational needs of the organization (Clarke & Meldrum 1999, p.71). According to Weick and Quinn, organizational change starts by an analysis of the organization itself (Weick & Quinn 1999, p.362). Weick and Quinn describe change from several perspectives. One of them is the element of time in the change (Ford & Ford 1994, p.756). On this point, the authors note that change is a matter of anticipation of things to come is a specific timeframe in the future. The second perspectives with respect to the change in organizational behaviors, values, techniques, strategies and theories with an aim of enhancing organizational development (Weick & Quinn 1999, p.363). For this reason, the organization would develop a strategic plan based on a thorough analysis of the relevant aspects in the operational environment of the organization. In addition to this, the management of the organization should outline the scope of the change, the management strategy which would be used to manage the change, and the role of the change agents (Chapman 2002, p. 18). The last element which must undergo change for transformational change to be effective is organizational leadership. On this point, it is important to note that leadership failures account for the many transformational failures in an organization (Miller 2012, p.14). As identified earlier, the change strategy should outline the management strategy to be used in the change process. Luzinski proposes a model for transformational leadership which is supposed to go hand in hand with transformational change. Transformational leadership is a process by which the leadership of an organization undergoes an overhaul change (Luzinski 2011, p.501). On this point, it is important to note that a transformational change leads to an overhaul change in the organization’s processes, strategies, values and beliefs; therefore, it is necessary that an organization changes its managerial strategies so as to be able to manage the transformed organization. In addition to this transformational leadership enables an organization to navigate change (Luzinski 2012, P. 543). On point, Luzinski notes that transformational leadership enables an organization to counter the operational challenges which come up with the change process. In conclusion, this literature review has been successful in giving a deep insight into transformational change. Transformational change has been identified as a process in which an organization changes its values, strategies, beliefs and operation with an aim of increasing its operation efficiency. From the review, it has been seen that transformational change is part of the broader organizational development which is a crucial part of organizational change. It has also been identified that transformational change is inevitable for any organization. This is because of the fact that organizations must undergo changes in several areas of operation so as to be able to counter the forces which are brought by micro and macro environmental factors. The review identified that successful transformational change is achieved when there is a change in the organization, the people, the services and the processes in an organization. The review discussed about transformational learning which results to sense making, interpretation and readiness for change. With respect to organizational change, it has been seen that it is focused on the change of organizational values, behaviors and beliefs. Key to organizational change is a strategic plan which outlines a specific timeframe in which an organization is meant to achieve a specific set of objectives. The strategic plan has an effect on the processes and services delivered in the organization. Lastly, the review gave an account of organizational leadership and its importance in transformational change. From the paper, it can be acknowledged that transformational change has an effect on the entire organization; hence the need for a strategic plan to implement it. References Barr, S., Stimpert, L. & Huff, S. 1992. Cognitive change, strategic action, and organizational renewal. Strategic Management Journal, Vol.13, no.1, pp. 15-36. C4EO, 2013. Change Models- Transformational Change, C4EO, Retrieved on 20th August 2013 from http://www.c4eo.org.uk/changemodels/modeldescriptions/tranformationalchange.aspx Chapman, J., 2002. A Framework for Transformational Change in Organizations, Leadership & Organization Developments Journal, Vol. 23, no.1, pp. 16-25 Frohman, L. 1997. Igniting organizational change from below: The power of personal Initiative. Organizational Dynamics, Vol. 25, no.3, pp. 39-53. Ford D.,& Ford, W., 1994. Logistics of Identity Contradiction and Attraction to Change, Acad. Manege, Vo. 19, no.1, pp. 756 -785 Henderson, G.,2013. Transformative Learning as a Condition for Transformational Change in Organizations, Human Resource Development Review, Vol. 1, no.2 pp.186 -214 Kuntz, J., & Gomes, J., 2012. Transformational Change In Organizations: A Self-Regulation Approach, Journal of Organizational Change Management, Vol. 25 No. 1, pp. 143-162 Landau, D. and Drori, I. 2008. Narratives as Sense Making Accounts: the case of an R&D Laboratory, Journal of Organizational Change Management, Vol. 21 No. 6, pp. 701-20. Luzinski, C., 2011. Transformational Leadership, The Journal of Nursing Administration, Vol.41, no. 12, pp. 501 – 502 Luzinski, C., 2012. Transformational Leadership and Navigating Change, JONA, Vol. 42, no. 12, pp. 543 – 544 Miller, D., 2012. Delivering Transformational Change, The European Business Review, pp. 14- 18 Phillips, N. & Lawrence, T.B. 2012. The turn to work in organization and management theory: Some implications for strategic organization. Strategic Organization, Vol.10, no.3,pp. 223-230. Schneider, C. 1997.Interpretation in Organizations: Sense Making and Strategy, European Journal of Work and Organizational Psychology, Vol. 6 No. 1, pp. 93-102. Wanberg, R. and Banas,T.2000. Predictors And Outcomes Of Openness To Change In A Reorganizing Workplace, Journal of Applied Psychology, Vol. 83 No. 1, pp. 132-142 Washington, M., & Hacker, M., 2004. Why Change Fails: Knowledge Counts, Leadership & Organization Development Journal, Vol. 26, no. 5, pp. 400 -411 Weick, K., & Quinn, R., 1999. Organizational Change & Development, Annual Reviews, Vol. 50, no. 1, pp. 361- 386 Read More