Evaluation Model for Organization Change - Literature review Example

Name: Professor: Institution: Course: Date: Introduction Organizations are inventing different measures of how to stay above their competitors by instituting methods such as upgrading their systems, productivity efficiency, new technology implementation, human capital management and building cost cutting tactics. It has therefore become essential for Organizations to prepare themselves for future growth so that they do not fall into a trap of destruction in future. Change means altering the basic objectives of an organization such that the business functions face a turn around and the daily operations assumptions are geared towards a long lasting change. Organization Change Process The change process has to undergo the basic framework as discussed by lewis (2011) of freezing, moving towards a new objective, refreezing new attitudes and behaviors of the workforce with the aim of implementing the change strategies. As established by lewin’s (2011) the first stage of change process is unfreezing which basically means overcoming the workforce resistance to change. For the change system to be successful the unfreezing process has to be initiated by the top management leadership who feel the sense of urgency which is trickled down to the rest of the employees. The unfreezing process depicts having a Vision or sense of direction for the future which the workforce will follow. Through communicating the vision the employees have the opportunity to understand what the management requires and thus they do not feel threatened or disequilibrium felt. The leaders should not delegate the change process to the lower cadre but in actual sense they should consider it being their responsibility to manage the transition by building team work. The Organization has to undergo movement from its current status to the desired level such that education and Human Resource concepts are considered as the critical elements of the change process (Thomas 2009) Many experts will recommend promotion, rewarding of the employees, recognition and the appraisal system for the Human Resource movement in order to instill change. The other concept is on educating the employees, because they cannot change without first having the knowledge or training in changing their behavior. Education develops new skills and better concepts of doing business. Kotter (2008) emphasizes on the importance of training which helps people change their attitude to support the change process. Argyris(2010) advocates on implementing the change process slowly to avoid drowning the whole process and draining off the staff their efforts. Short terms goals will shape the future direction and help achieve long term objectives. However the leader should observe caution while dealing with the goals and the only sure way is to involve the workforce in setting the goals. The workforce should also be empowered by being encouraged to take risks, assigning responsibility and to take action having been given the authority. In this situation of change empowerment stands for the process of removing obstacles. According to Kotter and Hall (2008) training is necessary to ensure that the workforce have the right information to deal with the change process. However Kotter (2008) does contend that without the help of all the key workers, the changes which are major might become stagnant. With empowerment the employees are motivated towards commitment in the implementation of the new vision. During the journey of change it is difficult to extinguish which criteria should come first, either changing the attitude or behavior of the employees. Disagreements will normally arise from these argument but the leaders should emphasize by explaining to the difference between the two concepts. Behavior can be defined for this discussion as the thoughts of an individual which are portrayed on the outside while attitude can be referred as the things we take for granted yet they are not known to us. Schein however recognizes the role of changing behavior but stresses of its insufficiency and explains that changing attitude should be observed keenly at the initial steps. Ward (2009) goes on further to emphasize that changing attitude before the workforce behavior has been changed will definitely be a failure for he believes that new behavior comes before new attitude. The last stage in the change process is normally referred to as refreezing whose objective is to implement the new behavior to the organization culture. The most critical concepts at this stage is established as changing of the old culture to the new culture and how to maintain the desired culture in the Organization. The leaders should thus reward behavior that supports the Company’s vision and be recognized for their improved performance as a result of the new practice (Wenderoth 2009) Multi-Criteria Decision Analysis Multi-Criteria Decision Analysis which is also referred to as Multi- Criteria Decision Making is a process that is commonly used by decision makers to assist them in evaluating conflicting challenges with the aim of resolving the situation in a transparent manner. There are many methods that are used under decision analysis such as Data Environment Analysis, Analytical Hierarchy process, Goal Programming, Inner product of vectors, Grey relational Analysis, Multi Attribute Utility theory, New Approach to Appraisal and many other methods (Multi Criteria Decision Analysis 2011) Importance of a Competency Model For a clear understanding of an Organization facing change it is essential that a competency model is formed which is beneficial for the success of the change process and the overall Organization. A competency model basically highlights how the employees are supposed to do things and not what they are required to do. Competency models are significantly used during Organization change to declare the new behavior that will be used for the success of the Company performance (Lewis 2011) The models sets standard on the expectations of demonstrating Organization core competencies that should not be exceeded for instance the production levels; secondly they recommend successful behavior hierarchy and finally identify the behaviors that can derail functions operations. The team members of a project are more equipped to build competencies that are personal and related to managing change. Throughout the Organization all employees are mandated to collectively participate in the management of changing their competency levels (McCarthy and Eastman 2010). Goal Programming Model The management has the responsibility of managing change and should ensure that it is not imposed on the workforce but rather they should be involved. The Goal Programming model is a simple way of evaluating core competencies of employees in an Organization faced by change management. Goal Programming is a criterion that handles how the managers are optimistic about the development of multi objectives. The model handles conflicting measures that are objective. The goals to be achieved are set and given targets, however those that veer off and are unsuitable are eliminated fully. This may be used as a benchmark for satisfying the decision makers’ targets (McCarthy & Eastman 2010). Weaknesses and Strengths Goal programming is easy to use and simple to be understood even by the most incompetent person. Software’s are also available in form of linear programming methods that help solve constraints in the process of change. This is because an Organization trying to identify change may find it difficult to deal with employees whose competency level is very low yet their aim is not to dismiss employees during the change process. The weights for the model should be set by the representatives of top and lower level management to minimize unfair rating and ensure contribution of all members. The people affected by the changes will require consultation from their senior officers and the involvement of the affected staff to avoid problems from cropping up. The set competency level targets should be measurable, realistic and achievable. Responsibility for managing change Workshops will be used as a method of instilling innovative ideas, approaches, and policies for the useful understanding of the change model procedure. Survey of staff is a sure way of training management and managers must facilitate the policy and model implementation and not just merely conveying the message of competency behavior change. The management must adhere to work in a fair manner by working with the model or the consequences of the change are likely to become severely painful and in the process loose the best staff within the Organization (Laurie 2011). This model is very useful because other competitors will find it hard to copy and use. The core competencies will be used to help the management understand their priorities’, aid in the allocation of resources, identify key corporate strategy or strengths, develop knowledge and skills across all members of the Company, innovate new marketing strategies, increase the Company market share, improve the Company image as well as build the loyalty of customers and enhance the use of technology within the Organization functions. The table below is a template of the Goal Programming model which will be used to identify core competencies. Goal Programming Model evaluation matrix Criterion 1 Managers Criterion 2 Supervisors Criterion 3 Middle Level staff Competency 1 Communication skills Learn advanced methods Conduct assessment tests Interview on the level of competency Competency 2 Interpersonal Skills Conduct psychometric tests Conduct psychometric tests Provide questionnaires forms Competency 3 Teambuilding Conduct observation on team participation Identify the mode of delegating work Assign tasks to handled as a team Competency 4 Coaching and mentorship Assign employees specific mentors Interview on the number of staff coached Evaluate the percentage of professionals Competency 5 Leadership Skills Train on new advanced skills Interview on level of capability Identify talented employees Source: McCarthy & Eastman (2010) References Argyris C (2010) Organizational traps: Leadership, Culture, and Organizational Design Business balls.com( 2011): Change Management. Retrieved on 7th June 2011 from http://www.businessballs.com/changemanagement.htm Kotter P (2008): A force for change: How leadership differs from Management Laurie K. L (2011) Organizational Change: Creating Change through strategic Communication. McCarthy C & Douglas Eastman (2010) Change Management Strategies for an effective: EMR Implementation. Michael W (2009): Why your corporate culture change is not working Multi Criteria Decision Analysis ( 2011) http://en.wikipedia.org/wiki/MCDA Thomas M. A (2009): Gurus on Leadership Wenderoth M (2009) Change Management Strategy for Implementing shared services Read More

 

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