Implementing a Successful Change Program in an Organization - Literature review Example

Organizational Change Contents Contents 2 Case 3 Analysis and evaluation 3 The Psychological Contract 4 Reasons for organizational Change4 Resistance to change 6 Conclusion 7 References 8 Case description With the current economic changes and the priorities getting more towards political changes and also the increase in organizational change has been the increasing priority in this generation. Change is considered now to be the only constant thing that happened every now and then in various formats. However, it is a complex procedure and has a lot of negative and also positive impacts and thus looking at the evidences is worthwhile conducting the process in an efficient and effective way. This paper includes the empirical study about the change management and how it affects the business environment. The changes that are been brought have both negative and positive impacts which has been studied in this study through numerous literature study. Implementing a successful change program in an organization is very difficult task as it gets lots of challenges especially from the employees who don’t agree to accept the change. Thus because of these challenges it has resulted in a structured way of bringing the change which will have less interventions and the change can be accepted by all. These all points are been studied using various concepts in this study through a good literature study and based on which the conclusion is made regarding how to make the changes in an organization. Analysis and evaluation As per Moore in his Journal of Library Administration, the changes have led to rise of contradictions and conflicts in the management level. He finds that the main changes are in the development of new technological requirements, information technology and the importance given to the customer satisfaction and high requirement of flexible and multitasked members. The new changing elements are different from the elements which were there from early. Thus according to Moore the entire restructuring is needed and it can be done only by creating a new culture. According to Day and Edwards who stated a step of Moore and suggested that the changing nature must look at the other business managements across the world. The new organisational changes, an approach based on user approach, technological improvements and developments in roles of the members need to get a new approach and developing new technique; these can be learned from other organization or industry. The Psychological Contract As per Rousseau in 1989, the concept of psychological contract is where the belief of an individual related to the conditions of a change relations with new party. In case of an organization it is taken in the view of the relations that is created between the employee and the employer based on the amount of work that the employee puts on the job, like apart from the remuneration, the other psychological affecting things can be the effort, innovation from the employee, loyalty, provision of training, security, interest, commitment, and the work-life balance. The wrong psychological affect can lead to a negative impact as in neglecting the work as a result it affects the whole organization in whole. According to Burnes (2000), in his book Managing Change he said regarding the essence of the interdisciplinary aspect in bringing about the change and as per him the change must be applicable universally. Thus he suggested that the best way to bring a change is by bringing the change in all the different disciplinary departments (Burnes, 2009, pp. 32-36). Reasons for organizational Change The reasons for the changes brought in organizations were first stated by Toffler, who stated the problems that led to the organizational change (Toffler, 1970, pp. 67-75). According to him the changes in the organizations are brought by the increasing rate of change in the society and the technological system. The increasing rates of change, in every part of human life are responsible for the universal changes. Because of these organisations have to continually change and develop. This change has brought the over straining of the members and reduced their loyalty to their organizations. He has made this assumption based on the correlation between the organizations and the business across the world. According to Hayes (2002) in his the theory and practice of change management, the managers of an organizations play a major role with the response that comes to the change made in the organization and it is the managers who can control the response of all the other employees (Hayes, 2002, pp. 112-120). Managers can use various models and management skills to bring in the confidence among the employees to bring in the change (Whack, Henrey and Walke, 1991, pp. 113-117). Seligman came up with the concept of learned helplessness where the persons expectation about his or her own ability to control is understood (Seligman, 1975, pp. 45-50). The experience of facing situations helps a persons to get faith on their own ability. This concept does help the managers to have improvement, motivation and training for themselves for enhancing their ability (Wilson, 1992, pp. 145-152). In 1969, May, says that ineffective management comes from the inability to control the change which is necessary to achieve the desired goals (May, 1969, pp. 88-95). This lack of control is the because of the individual feeling of incapability and not having faith in his/her own strengths. It’s the inner feeling that stops the managers from acting in a strong way to control the resistance to the change (Naddler and Tushman, 1982, pp. 87-93). The deterministic approach shows that organisations can get greater systems were changes can be brought because of the external forces like the changes in the economic environment. In these contexts the ability of managers to bring the changes without any resistance is very less. According to Wilson, D in 1992 in his book A Strategy to change, he has explained about the deterministic approach over the change, which says that when the change is brought in the managers have a very little chance to turn that change into the advantage of the organization (Wilson, 1992, pp. 67-78). His concept is totally in opposite to the above concepts said by others. According to him role of individuals in controlling the response of the resistance over the change is very low (Mintzberg, 1994, pp. 76-83). Resistance to change The real success of organisational change is understood by the way the change is been accepted by employees. Taking this into consideration Kubler-Ross in 1973 said that every human undergoes 5 stages denial, bargaining, anger, acceptance and depression when they go through a particular change, this point is found very relevant and it is used by the management to bring the change in the organisation. In 2009 Wiggins, used this model to improve the communication between the management and the employees during change takes place, according to her the stages can be worked upon as the employees reach that particular stage. While others have taken a different approach to study the resistance to change, on the point that individual reactions are very complex. On the same point Shaul Oreg proposed saying that resistance to change is based mainly in the personality and the reason for which the change has come in. According to his study there is a relation between the individuals and their behaviour towards the change in the organization. The organizational culture and value are set on the basis of how the organization behaves and how the members create environment in the organization. It brings in the hierarch, style and ethics of the company. The organizational culture and values does influences in a huge way to make the strategy for a particular company (Industrial Society, 1997, pp. 7-13). As per Pettigrew and Whipp the strategy is made out of the political and cultural process in the company. They put a lot of emphasis over the cultural and political process in the organization towards making the strategy which focuses on utilising the resources in the best possible way as per the demands. Conclusion Thus with this study it is seen that change is a constant factors that affects organisations culture and working. It is very clear that the change is maximum been seen in this evolving economic business world. So for the successful running of the business the organizations need to continue having changes based on the external changing environment. The organizations change is seen to be very reactive and it gets lots of resistance from the employees as a result of whom many times the changes do led to big failures of the company. This has shown various defects in framework to bring about the change in the organizations existing environment. Through the study it is seen that the change can be planned properly and be introduced by the managers having control over change process and other employees and introduce the change process within the constant changing environment removing the risk of resistance. Another point that is been learned is that it’s not only the change that is single continuous process but the whole process is broken into various stages, in this case the managers need to communicate, train etc. to all the members about the change as a result of which the process will be long but the acceptance to the change will be efficient and without any resistance. References Burnes, B. 2009. Managing Change. London: Prentice Hall. Hayes, J. 2002. The theory and practice of change management. New York: Palgrave. Industrial Society. 1997. Culture Change. Managing Best Practice. London: Industrial Society. May, R. 1969. Love and Will. New York: W.W. Norton Mintzberg, H. 1994. The Rise and Fall of Strategic Planning. Prentice Hall: Hemel Hempstead. Naddler, D, A. and Tushman, M. L. 1982. Managing Organisations. Boston, Mass: Little, Brown. Seligman, M. 1975. Learned Helpnesses. San Francisco: W.H. Freeman. Toffler, A. 1970. Future Shock. New York: Random House. Whack, P, Henrey, J and Walker.D. 1991. Scenarios: unchanted waters ahead. In Managing Innovation 2121. London: Sage Publications. Wilson, D. 1992. A strategy for Change. London: Routlage. Read More