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Organizational change process encompasses various methodologies such as organizational diagnosis, improving the organizational culture, organizational learning, redesigning the organization, developing employees, designing organizational challenges as well as methods for solving…
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Concord Bookshop Paper al Affiliation] Concord Bookshop Paper Organizational change process encompasses various methodologies such as organizational diagnosis, improving the organizational culture, organizational learning, redesigning the organization, developing employees, designing organizational challenges as well as methods for solving the challenges. Organizations have to implement changes looking at these variables while ensuring employee motivation as well as the strategic goals of the organization. In implementing change, Concord Bookshop should have begun by identifying the role of strategic renewal in propelling change in the organization, followed by a focus on the behavioral aspect of organizational change and finally analyzing the dynamics of motivating employees to alter their behaviors (Spector, 2010).
The three phases in the organizational change process are organizational diagnosis through strategic renewal, redesigning the organization, and altering employees’ behavioral aspects. These phases bring about new competencies, skills, and behavior patterns. Organizational diagnosis is critical because it encourages broad based participation, which helps to overcome resistance and defensiveness to the change. During this phase, a mutual agreement is encouraged among the workers regarding the need for change. An organization can enhance strategic renewal by carrying out organizational diagnosis to come up with a road map for identifying its status and desired future. Organizational diagnosis offers future prospects of the effectiveness of an organization (Spector, 2010).
The second step in implementing change redesigning the organization by identifying its purpose. If organizational diagnosis creates dissatisfaction with the status quo, the employees should take part in redesigning behavioral patterns to support strategic renewal as well as outstanding performance. It also entails changing the design of the organization in response to the changing dynamics in the organization environment. The third step entails altering the behavioral aspects. Spector defines behavioral change as the alteration of employee behavior to enable the organization to meet its strategy demands while simultaneously attaining and sustaining exceptional performance. Effective strategic renewal thus necessitates behavioral change and this directly targets employees’ actions as well as interactions patterns to meet the company strategy and to achieve and sustain good performance. An organization can enhance behavioral change by adoption of an organizational culture and change that is in line with the strategic values and goals of an organization. Leadership change is also an important aspect in enhancing the behavioral change in an organization.
The 2 phases of organizational change process that were not implemented at the Concord Bookshop that lead to the change failure were failure to focus on the behavioral aspect of organizational change and failure to analyze the dynamics of motivating employees to alter their behaviors. The first phase of mutual agreement was encouraged among the workers regarding the need for change. The owners, employees, customers and suppliers all agreed on the desirability of maintaining the store’s viability. However, the bookshop approach to implementing change led to conflict, resentment, and resistance. The bookshop did not focus on the behavioral aspects of organizational change. The employees were not involved in redesigning behavioral patterns to support the strategic renewal. The employees presented their concerns but the management decided to do it their way and asked every employee who did not like the new strategy to resign. The management decided to change the management structure without consulting the employees. The employees also held a different opinion from that of the management regarding the financial health of the store but the management did not consider these opinions. The Bookshop did not also consider altering the behavior of employees. In implementing change, it did not targets employees’ actions or interactions patterns. The community members were contented with the services offered by the employees but the bookshop management did not care whether the employees quit or remained. This created resistance to change. This phase would have enabled the company to meet its strategy, achieve, and sustain good performance (Spector, 2010).
Concord Bookshop change implementation plan failed because the plan did not focus on the behavioral aspect of organizational change. The plan also failed to analyze the dynamics of motivating employees to alter their behaviors. The bookshop survival was dependent on its capacity to create a change implementation plan that would redesign the organization and alter the behavioral aspects, however Concord did not consider these factors and hence the plan brought about conflict, resistance, and resentment.
Spector, B. (2010). Implementing organizational change. 2ed. New Jersey: Pearson Education. Read More
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