The Change Management and Communication Strategy - Research Paper Example

Change Management and Communication Strategy (Report) Student’s Name: Instructor’s Name: Course Code: Date of Submission: Table of Contents Table of Contents 2 Executive Management 3 1.0 Introduction 4 1.1 The purpose of the report 5 1.2 Change management goal and Objectives 5 2.0 Planning and communication strategy 6 2.1 Mission and business strategy 6 2.2 Stakeholder involvement 7 2.3 Organizational culture 7 2.4 Organizational structure 7 2.5 Technology 8 2.6 Interaction of roles 8 2.7 Management processes 8 2.8 Reward systems 9 3.0 Strategy 9 4.0 Tactics 10 5.0 Conclusion 10 6.0 Recommendations for Sustainability 11 References 12 Executive Management Change management is a very important aspect in any organization. This is because the business environment both from within and outside is never static but dynamic and therefore making it difficult for many of those organizations that do not transform to survive. This study has looked into details on this aspect and more particularly on the area of change management and communication strategy. This study has established that change management is critical in bringing about the necessary change in anchoring different activities that will promote good governance and enhanced efficiency and effectiveness in an organization. However, change management planning and communication are important strategies in bringing about the desired change in an organization. This study has also discussed different tactics that could be used in the change implementation process and which include they include regular interaction with other people, developing a clear-cut idea of how different works will be done, ensuring high level consistency at all levels and finally, demonstrating high level self-determination and persistence in all areas. Finally, to achieve sustainability and organizational development different recommendations have been proposed and which include Communication planning, coaching and training of managers and Celebrating, recognizing and appreciating success. 1.0 Introduction When considering various aspects of change, it is always important to recognize that organizational change is not still and that it continues to change as the world of business does. The pace at which different businesses are changing in the last 50 years has been seen to increase and this is because of a number of factors like technological change, globalization and the element of power in governing different corporate bodies. The reason for undertaking change both in management and the way of undertaking different business operations, is motivated by the adaptation factor whereby businesses are seeking to develop different strategies that can enable compete favorably in the world of business (Battilana & Casciaro 2012). However, the most important aspect for change management is planning and communication. This is because with an appropriate change management plan, it is easier for an organization to determine when it’s rightful to execute change and the various factors and devices like communication that should be integrated into the process. Notably, many of the organizations that fail to undertake major changes in their business risk lagging behind or even subjected to considerable revolution as a strategy for change something that might be elusive as resistance might come into being from different stakeholders. In general, all organizations are destined to perish if they fail to make change one of their activities to be performed through their operations. This is because such factors as change in demand by customers, results into modification of fashions and service quality to best serve their interests. 1.1 The purpose of the report This report is aimed at presenting a detailed illustration of the change management and communication strategy. The issues that will be covered include the change management planning process, the different activities that will be included in the change management process, the convergence points of planning, organizational development and communication in a cohesive strategy, the various implementation tactics to be covered and the different ways the change and organizational development can be sustained. The objective of this report is to help outline areas that an organization must tackle in response to and change and also sustainable organizational development into the future. 1.2 Change management goal and Objectives Change management in an organization is critical in bringing about the necessary change in anchoring different activities that will promote good governance and enhanced efficiency and effectiveness in an organization. To start with, the objective of our change management in the organization, is to help align the senior leadership and the same time help build high level commitment, manage various changes and also enable organizational transport in order to facilitate the complex process of executing recommendations in organizational strategy, governance, organization and sourcing. To achieve this goal, it will be a plus for the organization to realize its vision through transformation and attain the desired results for the long-term benefits. On the other hand, the change management objectives include: Ensuring effective leadership in the organization Building and sustaining business ownership Building and maintaining case for change Avoiding overloading in executing various change activities Mitigating any resistance to change Fostering effective communication 2.0 Planning and communication strategy In change management, there are very different strategies that can be considered in respect to implementation and among them include directive strategy, expert strategy, negotiating strategy, educative strategy and participative strategy. However, the major problem that has been facing many organizations is the process of planning and doing adequate communication to get the support of different stakeholders especially when the senior management is being involved. It is with this respect that this report has taken an initiative to identify seven different steps which are all very critical in the in the change management planning process and also the communication strategy to be used in order to involve different stakeholders (Battilana & Casciaro 2012). 2.1 Mission and business strategy This is a very important part of the change management planning process and this is because it seeks to provide a very clear declaration of what the change management team should use as the reference points in bringing about the desired change. While the business vision and mission as well as the strategic objectives may have been identified and which might include boosting employee morale, motivation and productivity, declaration of these aspects must be communicated in the most appropriate manner so as to avoid any kind of confusion that emanate in the process (Griffith-Cooper & King 2007). This will be done through the publishing of various statements where necessary in order to promote its relevance as well as its significance among the employees in their day-to-day activities. 2.2 Stakeholder involvement It is important to recognize that different stakeholders play a very important role in ensuring that the change management plan is successful. What this means is that, apart from the owners of the business, the staff including the senior management, major customers and suppliers as well as other stakeholders are expected to be very supportive to the change process. With this regard therefore, is that communication will be used to ensure that each party takes its rightful role (Griffith-Cooper & King 2007). 2.3 Organizational culture Culture is very important in making change management a success. The issue of culture is predetermined by what the organizational values are. It is the organizational culture that each business is different from others. This will however be achieved through instilling different rules on behavior, beliefs and which are important to the business, management style and the leadership style as well as the exercise of authority. Since change is expected to bring about shift in culture, it is therefore important for the change management team to modify the present culture so as to accommodate new expansions (Jorgensen et al 2009). 2.4 Organizational structure The right organizational structure is required in order to support the business plan and also ensure that there are some improvements in the functional responsibilities by ensuring that as different functions work towards achieving certain goals, they do so in relation to organizational goals and objectives. However, these changes can be done as part of the change management plan after different roles have been identified and people hired to various positions. More important, this could not be handled lightly as senior staff will be responsible to other employees to perform their new duties and responsibilities accordingly (Kotter and Dan 2002). 2.5 Technology Technology is a very vital tool for supporting business processes and operations in the 21st century. Perhaps this is because it enables high level of interconnectivity among different stakeholders. To achieve this, the activity here will be to use different media that is from the customer-view and this is to allow for more pressure from the customers to be more efficient (Griffith-Cooper & King 2007). 2.6 Interaction of roles Each and every organization is made up of different individuals and whose roles interact and from that point; it becomes very necessary to ensure that these roles are designed in such away that each and every aspect of the business can be used in organizational development and also to allow for new changes in the business. To ensure that this is achieved, new profiles, specifications and requirements as well as staff selection will be undertaken to ensure long-term organizational development (Jorgensen et al 2009). 2.7 Management processes Nevertheless, each and every company has its own structure and which impacts on the management processes which take place across different functional hierarchies like planning, planning, budgeting, systems development and succession planning as well as customer related activities (Griffith-Cooper & King 2007). With this regard therefore, communication is considered very critical in accommodating the required change both in small and large scale. 2.8 Reward systems The element of reward is one such factor that cannot be ignored at all in the change management process. This is because it has the capacity to improve the organization’s attractiveness as well as encouraging people to become part of the company employees, remain committed and put in the required resources. Furthermore, comprehensive reward system will be used to enhance performance, flexibility and creativity and innovation in the organization. This is because employees’ morale and motivation will have been enhanced (Kotter and Dan 2000). 3.0 Strategy While it can be recognized that there are five major strategies to undertaking change and which include directive strategy, expert strategy, negotiating strategy, and educative strategy as well as participative, it is important to learn that at any given time all these strategies can be applied simultaneously (Axelrod 2000). However, in some situation, different strategies can be integrated to draw a comprehensive change management program. However, in this case, the preferred strategy and that is considered most appropriate in attaining the predetermined goals and objectives is participative strategy. By use of the participative strategy, it is also easy for the organization to develop new values and processes as well as behaviours (Black and Hal 2000). However, more important to note and something that will be critical in ensuring that this strategy is working more effectively is augmenting it with the educative strategy that is informed by the importance of communication with the company staff, major suppliers, other stakeholders and other potential new customers. This is particularly important in harmonizing support of change management from various groups. On the same line, for the identified changes to be effectively adopted, introducing more than just new pieces of equipment, or just a new process, is required to bring about the desired impact in the organization through the well coordinated change process. To achieve this outcome, what will be put into consideration, is the integration of both technical and managerial changes in order to create impact on various elements of the organization (Kotter and Dan 2002). 4.0 Tactics Change in many occasions is known to be a major source of fear among many people especially those that are operating in the business sector and is seen as something that can bring some difficult situations to the business. Without any bias view on change, the workforce is likely to see that it stands far from what it should be in terms of reputation and service delivering and therefore calling the need for change. It’s therefore termed important to take bold steps to embrace change as to be able to take advantage of various opportunities and other adventures (Black and Hal 2000). To ensure that the prevailing fear is eliminated and change made a success, different tactics have to be employed and they include regular interaction with other people, developing a clear-cut idea of how different works will be done, ensuring high level consistency at all levels and finally, demonstrating high level self-determination and persistence in all areas (Jorgensen et al 2009). 5.0 Conclusion Sustaining change is a very important aspect of ensuring that change is going to be meaningful and cause the desired organisational development into the future. However, this is one area that requires high level competence and commitment by the senior management. This is because they direct influence on ensuring that all change activities are going as planned and that employees have the motivation to willingly participate in the implementation process. 6.0 Recommendations for Sustainability This study proposes three ways as recommendations for enhancing sustainability of the implemented change. 1. Communication planning: It is important to recognize that a part from communicating clearly to the employees, the managers, also should note that employees may be facing different challenges in hearing or understanding what is being communicated. With this in mind therefore, there is need to take into considerations the three main components of communication namely the audience, the key messages and the timing of communication. To ensure that this is made a possible process, designing of a communication plan, is required. 2. Coaching and training of managers: The supervisors will be expected to play a crucial role in managing change. What this means is that the supervisors will have more direct influence in motivating the employees and winning their commitment to change. However, resistance is inevitable. Training of supervisor is therefore considered critical in helping them use different tools of management. 3. Celebrating, recognizing and appreciating success: In change management, it is always important to recognize and appreciate early short-term successes. This is important in evaluating successes and failures step-by-step and determining what to be done to ensure improvement in the next project. References Axelrod, RH 2000, Terms Of Engagement: Changing The Way We Change Organizations, San Francisco, California, Berrett-Koehler Publishers, Inc. Battilana, J & Casciaro, T 2012, Change agents, networks, and institutions: A contingency theory of organizational change, Academy of Management Journal, 55(2), p. 381-398. Black, JS and Hal BG 2000, Leading Strategic Change. Upper Saddle River, New Jersey, Financial Times Prentice Hall. Griffith-Cooper, B & King, K 2007, The partnership between project management and organizational change:  Integrating change management with change leadership,  Performance Improvement, 46(1), p. 14-20. Jorgensen, HH., Owen, L & Neus, A 2009,  Stop improvising change management,   Strategy & Leadership, 37(2), p. 38-44.  Kotter, JP and Dan, SC 2002, The Heart Of Change, Boston, Massachusetts, Harvard Business School Press. Read More