Mechanism of Organization Change Management - Literature review Example

Name Professor Subject Date Managing Organization Change Abstract This study explores organization change management at the national registration authority which is implementing a technological change. In particular, the organization faces particular challenges that limit the application of an innovation. As a result, the literature provides various recommendations addressing the particular problems. Interestingly, it considers the more appropriate solutions through a justification of their contribution to the firm. However, it suggest on developing a comprehensive model that incorporates the different viable solution in respect to the features of change management systems. Introduction As the world of business and the business environment continue to become dynamic, there is a parallel increase in the need for change. According to Horst et al. the growth in world knowledge accelerates both technological and social progress (5). Consequently, these sources of progress function as external forces in directing the change in an organization. Moreover, with these advancements, there is an enhanced availability of concept and models in change management reflecting both the traditional and modern means of change management within an institution (Horst et al. 5). Imperative of the existing change management models is their agreeing on effective innovation as a process proceeding through different levels. Furthermore, these processes affect the organizations stakeholders including the employer and employees (Horst et al. 5). This report examines on a technological innovation in a national registration authority. The discussion follows the problems in the company, recommendation and justification to the proposed solutions. Challenges in the Organization In the age of digital revolution, companies face pressure about the value chain creation and business model development. Here, digitalization explains a shift from an analogue system to digital structures that influence the convergence of both the real and virtual worlds (Horst et al. 24). Its rapid development and integration in the daily life creates disruptive impacts in the economical, political and social spheres (Horst et al. 24). An example includes the mobile networks with the potential to interconnect 6.5 billion people and 18billion objects by 2020 (Horst et al. 24). Consequently, such potential entail tremendous changes in the physical environment navigating as a revolution of existing systems. At the national registration authority, the organization is currently considering a shift from the traditional hard copy consumer processing techniques into a soft-copy approach. As such, the challenge includes the need to incorporate technological devices that enhance the functionality of the company. Furthermore, a technological change generates a concern about the availability of resources that allows the efficient shift into the new system. Here, resources include both the financial and non-financial assets who scarcity and availability influence the outcome of the change. Significant about technological change at the company level is its contribution to the challenge of training and professional development of the employees (Horst et al. 37). Here, the human resource needs to ensure competency of the workforce in implementing and managing the advanced technologies in the firm. Furthermore, there is a challenge of developing the employees skills set in respect to the rapid development and innovations in technology. Horst et al. explain on industry policy changes as a problem stemming from these technological shifts (35). With digitization, there is the realization of digital transformation that includes increased networking in both the internal and external business environments (Horst et al. 35). Consequently, networking generates collaborative mechanisms that require efficient structures to enhance a positive outcome. Here, the collaborative structures should focus on tapping digital economies by creating new business process and models that integrate the functionality of the respective participants in the business. According to Horst et al. these collaboration mechanisms generate complexity in business management; necessitate the re-structuring of the firms’ framework and a creation of new organization model (36). The availability of a systematic approach in managing innovation is crucial for its successful outcome. However, a majority of organization lack a sustainable long-term strategy in managing these changes (Horst et al. 35). In particular, these problems revolve around the implementation, application and integration of these innovations to the existing business model. Here, the introducing a soft copy system at the national registration authority lacks a parallel strategy for supporting its execution at the firm. This follows its being a new technique that replaces the tradition model incorporated in the business strategy and operation systems. Infrastructure is a vital component in managing origination change. In reference to Horst et al. appropriate infrastructure defines that which is broad, comprehensive, fast and secure (37). These features allow its appropriate functioning as the basis for a data-based economy (Horst et al. 37). However, for a broadband type of infrastructure the company needs to establish modern data organization techniques. Furthermore, Horst et al. explain that the data organization model needs to reflect an international standard accounting for transparency in legal and liability matters (37). Here, the challenge is establishing infrastructure in data management such that it mitigates the risks involved in the digitalization processes. Recommendation to the Challenges The current challenges at the national registration authority point to particular challenges from the economical, authoritative and social systems. To begin with, there is a need to ensure acceptance of the technological innovation (Horst et al. 37). However, the acceptance usually relies on data security, public perception about their privacy and its management and the population receptiveness to the change. Therefore, although under a highly networked environment it becomes challenging to effectively provide security, it is possible to develop security architectures capable of detecting and providing accurate response to anomalies in the system (Horst et al. 38). It is also vital to update the security measures continually to ensure maximum data security. Concerning privacy, the appropriate solution involves reaching a compromise that considers both individual and society values regarding the usability of the new technology. Lastly, positive perception on technology and its impacts involves encouraging the population on scientific and research disciplines such that there is a continued innovative technology development (Horst et al. 38). On matters of collaboration and its constitutive impacts realized through creating complex business systems, re-structuring business framework and model, Horst et al. proposes the on creating platforms (40). These platforms include cross-industry, systemic and interdisciplinary involving different actors. Furthermore, the development of a dual strategy allows the integration of new changes to the existing structures. Here, this mechanism not only utilizes architectural frameworks but ensures that an extensible systems is in place. The mechanism of the dual strategy functions by availing supportive structures that incorporate unforeseen and possible future innovation (Horst et al. 42). Mento, Jones and Dirndorfer propose the application of the Kotter change management model in the strategic execution and implementation of technology in the firm (45). The suggestion on the model follows the realization on innovation as a process involving a series of phases. Imperative of these phases is their general contribution to the outcome necessitating accurate models of mitigating challenges at each phase (Mento et al. 45). Mento et al. (49) designs a framework for change including twelve specific steps that systematically unfold. Examining the process, it begins by pointing the idea and its content which identifies what needs to undergo a change. Secondly, it proceeds to define the change initiative whereby it categorizes the participants and their roles in the successful management of the change (Mento et al. 50). Following the specification of roles, there is the evaluation of the climate for change which includes an analysis of the firms’ strengths and weaknesses (Mento et al. 50). Here, the framework provides necessary information that necessary to develop a change plan which is the subsequent step. According to Mento et al. this stage identifies the how in reaching the desired outcome (51). In tackling the problems on development and training employees on change, Horst et al. suggests on encouraging positive collaborate mechanism (51). One of the mechanisms towards meeting a cooperative engagement is through establishing a system of common learning (Horst et al. 51). Here, common learning especially at the organization level creates a positive environment that encourages a positive attitude and acceptance of the change. Moreover, Horst et al. includes the concept of creating change readiness through setting specific conditions that induce people to collaborate in task performance (53). Similarly, Mento et al. mentions of finding a sponsor to gunner the support and collaboration of other participants. Here, the involvement of the sponsor significantly contributes to preparing the audience for change as well as creating a cultural fit for the establishing long-lasting change (53). Recommendation Justification In reference to Horst et al. change management principally depends on the level of cooperation exercised by the participating parties (39). As aforementioned in the different recommendations, collaboration performs different roles in change management. In particular, it induces population motivation and positive perception about the change. Furthermore, Horst et al. argues that for contributes to establishing open innovation systems by integrating consumers to the business process and encouraging their creativity in future innovative development (39). Furthermore, it enables easier and agreeable compromises between the social and individual values by fostering peaceful negotiations. As such, it generates positive value of the innovative technology to the various heterogeneous actors (Horst et al. 39). The use of platform provides a viable solution to the problems at the national registration authority. In particular, it mitigates the complexities engineered through collaborative mechanisms in change management. According to Horst et al. the three levels of platforms enhance the involvement and contribution of various actors including the industries, organization sectors and human resources (40). More importance of the three platforms is the systemic level which not only performance in bringing different participants together but also through its broad consent, it supports innovation from the design to the marketing phase (Horst et al. 41). Moreover, it is capable of addressing a wider expanse of issues enhancing the mitigation of risks emerging from an innovation process, especially a technological kind. At this point, it is of significance to examine the possible results engineered through the application of the dual strategy as a recommendation to the firm. Based on Horst et al. it creates an extensible system that accounts for unforeseen innovation (42). As such, it includes current innovation and provides a system that supports future innovation creation and implementation to the society. It is significant to understand the argument by Horst et al. whereby the current environments including the existing infrastructural components form fundamental basis to support future technological advancement (42). Here, the incorporation of the existing business environment and resources as channels for new innovation development simplifies the process and creates less complex systems of managing innovation. Current research on organization change management identifies different models that constitute traditional and modern structures of change. Here, the differences create uncertainty on the appropriate formula to follow leading to an increased potential of failure to the innovating firm. Nevertheless, Mento et al. identifies a twelve step framework of change that is a combination of successful models in strategic change management (49). Examining the structure to determine its possible results, one of its key features involves generating a systematic process that begins with identifying an area that needs change (Mento et al. 49). Furthermore, the subsequent steps employ analytical techniques in their performance. This includes identifying the five whys of developing an innovation model relative to the company’s needs and performing a SWOT analysis to determine the performance of the proposed change (Mento et al. 50). Imperative of the steps is their ability to not only account for the designing phase of an innovation but to see its successful progression through the various implementation and marketing stages. Conclusion In summary, the successful digitalization at the national registration authority as an innovation initiative involves a complex mechanism of organization change management. This is especially difficult owing to the challenge in the organization including those engineered by the introduction of the new technology. Imperative of these challenges is their contribution in identifying appropriate recommendations justified by their performance in eradicating the problems and seeing a successful organization change management. Although different solutions achieve a positive outcome, future innovation at the firm and their successful implementation should focus on integrating these recommendations into a comprehensive model including the different features of organization change management systems. Works Cited Albach, Horst, et al., eds. Management of permanent change. Springer Fachmedien Wiesbaden, 2015. Mento, Anthony, Raymond Jones, and Walter Dirndorfer. "A change management process: Grounded in both theory and practice." Journal of Change Management 3.1 (2002): 45-59. Read More