Beruflich Dokumente
Kultur Dokumente
Organizational Change
Student’s Name
Institution Affiliation
ORGANISATIONAL CHANGE 2
Organizational Change
Organizations across the globe are currently experiencing increased competition, slow
growth, and price pressures, which have prompted the need for change to survive in the
competitive market. However, these dynamics and changes have to be strategic for the
organization to stay ahead of the game. Successful firms are changing continuously by
managing and planning their changes positively and cautiously with the intentions of
boosting their productivity, commitment, and robust involvement among their employees. In
the current competitive market, successful institutions are required to establish a learning
culture, which is proactive regarding its approach based on external and internal forces of
change.
Question 1
sufficient time for adequate preparations of employees so that they can absorb and embrace
When the staff realizes that the leaders of their institutions have taken considerable
time to prepare and familiarize them with new concepts before ushering change, employees
are bound to perform better, outstandingly, and get more involved in the transition process
(Clarke, 2016). Preparations make the staff feel supported and appreciated besides providing
them with all the relevant information required for the change to succeed.
Preparation period for change enables the organization to consider and evaluate the
possibilities of the obstacles which could prevent the firm from achieving its objectives after
initiating the change (Hayes, 2014). Armed with an effective management plan, an
organization will be in a better position to predict and respond to any hindrance that may
Organizational preparation allows the institution to reduce and minimize the cost of
the project transition by facilitating the management team to evaluate their budget
appropriately. Preparedness ensures that the organization has the right people who will
reduce inefficiencies, waste, and costly projects that do not contribute towards the ultimate
The time provided for preparation enables the organization to develop more before
and during the transition. Time facilitates the organization to develop and outline best
practices to maintain and enhance growth and innovation (Dibella, 2007). Preparation is also
critical in developing and nurturing leaders who can create a strong team to drive the goals of
Question 2
The managerial component of the organization has a critical role in ensuring that
positive change outcomes are achieved and assisting other employees in preparation for
change. Firstly, the managerial team should demonstrate unwavering support for changes,
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especially when interacting with staff. There is nothing worse that could jeopardize the
success of change than a managerial team sending mixed message to the employees on their
commitment to change. Such scenarios will only destruct the employees and lose the focus
of arriving at the desired outcome. Leaders should, therefore, lead by example by making
sure every employee is up to the task at the same time providing guidance and direction on
the best way forward (Carter, 2016). Setting a good precedent will assist the employees in the
preparation stage of change and consecutive ushering and implementation of the new
transition.
Involving employees and strategizing a good communication to the rest of the team is
also a fundamental role the leaders play in striving to achieve desirable outcomes. Structured,
makes the employees feel they are solidly part and parcel of the new change. Considering
that staff is the nerve center of the change process in an organization, it is critical for the
leaders to make them understand their role in the success of the change and encourage their
participation in establishing new process oriented at enhancing the change (Shea,2016). The
Question 3
change is important in evaluating the extent of the acceptance and success of the change.
According to Dibella (2007), five areas that require being considered during organization
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preparation for change are attitude and the current effort of the staff towards change,
capacity to implement the change, condition and resources available to support the change.
to change, it is essential to evaluate if the staff is still committed to their task to ensure
successful preparation of change. Current efforts in this context are the contribution the
employees offer regarding ideas and implementation of change. The attitude portrayed by the
staff at this juncture should be positive and bonded to the achievement of the change.
change (Robinson, 2016). In this area, it is paramount for both the managerial and staff to
work harmoniously to achieve a common goal. The evaluation of conflicts and resistance at
this point helps leaders to evaluate if the employees are embracing the change together or
The climate of the organization especially the managerial part must be conducive to
provide the staffs with a serene environment to internalize the change preparation. It is the
responsibility of the leader in their position to show companionship and make clear some of
the complex concepts of the change that employees could be experiencing (Shea, 2016).
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Besides, more involvement between the leaders and staff should be encouraged to ensure
iv. Capacity to implement the change, conditions, and resources available to support
the change
The leaders should ascertain their capability to implement new change during the
preparation stage. Thus, this should be based on the availability of resources in terms of
finance and ideas (Amarantou, 2017). When leaders get assured that the available resources
can sustain implementation of change, they can mobilize and motivate employees to offer
Question 4
Different methods can be employed to assess the areas that have been mentioned in
the above question. Considering that the area that has been identified is almost similar, using
observation skills, conducting interviews, and the use of questionnaire would be ideal
methods for collecting information. For instance, to determine the attitude and commitment
of staff regarding change preparation, observation can be used. Fundamentally, this can be
evaluated by measuring the contribution individuals are offering towards the change
change, concealed resistance to change, and unwillingness to support a proposed change can
be identified by observation.
Interviews can also be conducted among the members of the board to facilitate a
smooth transition to change. Depending on the views, response, and opinions of individuals
during the interview, one can conclude the attitude, commitment, and organizational climate
ORGANISATIONAL CHANGE 7
around people regarding the change. Determination if the resources of the organization can
support the change can be established thorough questionnaires. A set of questions can be
framed and have the relevant personnel answering on what the company has or has not done
in the progression of achieving change (Marquitz,2016). From the feedback of the relevant
individuals, one can pinpoint if the organization has what it takes to implement the change.
Question 5
From the assessments method employed in this paper, the responses and the findings
gathered can be used to measure if a particular organization is ready to change or not. In the
event employees are focused and volunteer to support to effecting the new change, then it can
be drawn that the organization is prepared for change. Moreover, if the managerial part is
having a warm relationship with the staff in attempts to implement change, then it can be
further concluded that members on board are moving in the same direction of change. One
can understand the level of preparedness of the organization to change after collection of data
the assessment method there are complains among participants regarding change while others
are resisting and contributing unwillingly, such organization is not ready to change. The
behaviors of the staff and organizational leadership as recorded from the assessments method
can be used to tell if the firm is ready or not ready for a change.
Question 6
for change. One of the fundamental components of improving institution readiness for
change is motivation. Motivation stirs up, rejuvenates, and helps people to become relentless
in their quench to achieve what seems right to them. Through motivating, informing, and
enlightening people on the benefits that change is likely to yield, individuals get more
focused and determined to see significant changes happening to themselves and their
professional careers in their places of work (Aas, 2017). Essentially, motivation gives the
employee the zeal to be involved and be part of the successful team, and therefore, they work
hard to contribute ideas, innovations among other financial resources that will facilitate the
success of the change. Secondly, the most important part is to reach out to those who are
relatively opposing the new approach (Bridges, 2017). Having deliberation with these people
will help them to understand the prospect of the proposed change and the need to move
References
Aas, M. (2017). Understanding leadership and change in schools: Expansive learning and
Amarantou, V., Kazakopoulou, S., Chatzoglou, P., & Chatzoudes, D. (2017). Attitude
Bridges, W., & Bridges, S. (2017). Managing transitions: Making the most of change. Da
Capo Press.
Carter, M. Z., Armenakis, A. A., Feild, H. S., & Mossholder, K. W. (2013). Transformational
958.
Publishers.
Gibbs, B. T. (2017). An insider research into the changing role of the management
Moores University).
Hayes, J. (2014). The theory and practice of change management. Palgrave Macmillan.
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Marquitz, M., Badding, S., & Chermack, T. J. (2016). The effects of scenario planning on
McGuinness, S., & Cronin, H. (2016, April). Examining the relationship between employee
Robinson, S., Smith, A., & Fischbacher-Smith, M. (2016). Towards an Understanding of the
Shea, C. M., Jacobs, S. R., Esserman, D. A., Bruce, K., & Weiner, B. J. (2014).