Running Head: CHANGE MANAGEMENT 1

Change Management

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[Date]
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Introduction

The assignment covers the management of change proposed in the organisation in different

scenarios. An organisations change is basically any amendment in the current working

environment or the introduction of the new system with which the employees are not currently

familiar. Such a condition refers to change as something new, irregular and different from

current situation happen in the organisations. Such a change is sometimes adaptable and some

inadaptable by the personnel. Therefore, the change management becomes crucial while

implementing any kind of change in the organisation.

The change management refers to managing the change in a way that the entire workforce

accepts it. The change is managed often by handling the change in a positive way and by

assuring the workforce that all the change is adaptable. Also the training and development

opportunities make it easy for the workforce to accept the change and implement it in the most

appropriate way. The continuous training makes it convenient to accept the change as the change

does not seem to be abrupt and it is adapted gradually. Thus the change management in any

organisation is essential because the technology is developing day by day and the overall impact

of the technology advancement is faced by the business sector. The reason is that they have to

make the products that satisfy the customers, which is possible by keeping state-of-the-art

technology and implementing the desired change as and when required.

Any change brought about by the organisation in it’s strategically courses for instance any

change in the core policies of the organisation, it core purpose, goals, objectives, mission vision

etc. are referred as strategic change. These changes are projected to the entire organisation and

its operations as the change in strategy is followed by all departmental strategies and policies.

For instance if an organisation imposes a strategic change, each and every unit associated with
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the organisation has to merge its activities according to the changes (Ancona & Caldwil, 2009).

All the stakeholders get affected by the strategic change of organisation because this change is

subjected to a native variation in the policies of the organisation. After the strategic change being

proposed, all the departments have to redefine their policies to conform them to the changed

strategic objective. The marketing department will change by keeping in consideration the new

target market, the new core purpose, the new product or service offering and the new objective of

sales. Similarly, the finance department will build up new finance structures, new budgets and

new cost predictions. Likewise, the human resource department will engage its entire personnel

in the new activities designed to meet new strategic goals and objectives. Same is the case with

each and every department as all of them will have to tailor their functional strategies in order to

synchronize them to the ultimate strategic objective of the organisation. Therefore, any strategic

plan imposed in the organisation effects each and every individual associated with the firm as

they have a number of functions running all of which are required to be changed according to the

tailored strategic goal of the organisation (Carroll & Buchholtz, 2014).

When a change in proposed in an organisation, Managers are the ones who get most effected as

they are the one who have to actually implement that change in the organisation upper

management is targeted to proposing a changing and they are subjected to test the feasibility of

the change and measure its worth. Upper management is concerned with the benefits that

strategic change will help achieving and it only implements a change when the benefit of the

change comes out to be greater than the cost because it is preferable to implement that change

only when it benefits the organisation. When the benefits of the change are estimated to be less

than the cost then it is evidently considered to be not so good option because the change will

decline the profits of organisation by increasing its cost. Therefore, upper management takes into
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account all such factors and then finalizes the decision that whether or not it should implement

the change (Ardon & James, 2009). If upper management founds it to be feasible for the

organisation to implement the strategic then it merely puts up the change in the strategic

documents of the organisation. While the practical implementation of the change is subjected to

the middle management of the organisation because middle management is responsible for

taking out the decisions of upper management in practice (Bigdar & Sizlerna, 2010).

The planned changed are proposed to all the predicted changes of the organisation however the

cultural reflects the change in native policies and nature of the entire organisation, its operations

and management. The models of planned change can merely predict the changes in the

organisation’s operations, performance and productivity but not in the ways these operations are

being conducted and performed throughout the organisation. The changes in the culture reflects

the changes in the ways the instructions flow across the organisation and the way instructions are

fulfilled by the Managers and line managers (Katz, 2000). As it is a famous proverb “habits

change; nature doesn’t” similarly in the case of organisations it is easy to propose a model for

planned change because the planned changes are already notified and studied adequately by

various levels of management. These changes are already defined and tested through various

feasibility tests. The benefit to cost ratio of these changes is also evaluated that whether the

planned change brings about positive returns by improving profitability of the organisation or

whether it increases the cost of the company (Mathans & Langril, 2011). A change with high

benefit to cost ratio is preferred as this signifies that the change will result in positive returns to

the organisation. But the profits are not the only focus while implementing change, there are

several areas where the management is concerned about. These include the non-monetary values

of the organisations which cannot be measured through profits or benefit to cost ratio. These are
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the employee commitment and employee loyalty along with their motivation and dedication

factors. These are the factors that directly ad to the performance of the organisation but measured

indirectly by qualitative methods.

For instance in terms of the Wal-Mart super store, the planned change incurred when they

decided to change their inventory recording system from manual to automated. This change was

planned due to the increased supplies of a number of different products from massively different

suppliers who belonged to different states. Thus in order to keep every product in a distinguished

category, the need of changing the inventory recording system was encountered. This change is

referred as planned change as it incurred due to change in the planning of the organization in

order to improve the strategic position of the organization. On the other side, the emerged change

is when the technological advancements were emerged the gadgets in the organizations were

replaced with the new technology. For instance, the FedEx Corporation changed their hardware

so that the latest operating could be installed into them without any delay in the working. This

required them to deploy the training and development sessions in order to improve the technical

skills of the employees. Thus in order to improve functioning of the systems the hardware was

changes as the change in technology was emerged in the external environment.

When a planned change in implemented all these factors is evaluated and thus the models for

planned change always work out in positive ways. But when cultural changes are predicted, they

are concerned with the entire organisation’s way of operating business. These changes could not

be implemented by the models of planned change, as they are subjected to a broader perspective

and to a wider audience (Dyer & Singh, 2008). The cultural change includes all the elements of

organisation. These elements are loving and non-living; tangible and intangible; and predicted

and unpredicted. All the assets and physical property of the organisation is effected by the
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cultural change, all the personnel involved in conducting organisational activities are highly

focused and the intangible assets like goodwill, loyalty, commitment, motivation etc. are highly

considered and lastly the unpredicted elements are also given place in the change management

because the change in culture of organisation leads to so many variations in the entire working

unit which may affect the stakeholders in the most unpredicted ways (Mathans & Langril, 2011).

There are a number of alternate approaches that are being implemented in the organisations in

order to accept change without any inconvenience. The alternate approaches include the training

and development opportunities for the employees in order to enhance their skills to learn the

changing trends gradually. This overcomes the problem of facing the abrupt changes and makes

it easier for the personnel to work according to the changing environment easily. Moreover, the

training programs not only sharpens the skills of the employees but also make them able to adopt

and adapt change but also enhances their ability to work for the changing trends and sometimes

enhances the confidence level of the employees to such a level that they propose the stances of

change in the organisation.

Another example of planned change is when the McDonalds started their operations in India and

realized that Beef was forbidden their therefore, they planned a change in the menu of the Indian

franchises and introduced vegetable burgers instead of mutton or beef. This enhanced their sales

and acceptability in the Indian culture. Similarly in the Muslim states, McDonalds planned the

change to provide halal food in all their meals otherwise their survival would become intricate

this is how the planned change was induced in order to increase the sales in different regions all

around the world (Chalers, 2010).

The example for an emerged change is when textile brands change their design due to the change

enforced by the latest trends in the market. The example of such a case would be of Levi’s which
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introduces the jeans according to the latest trends and thus in every six months a sale is devised

by Levi’s in order to sell the previous stock. The sale is devised because there is no other option

to sell the products which is getting out-dated. Thus the fashion brings about an emerged change

in the clothing brands whether they are stitched or unstitched (Ancona & Caldwil, 2009).

When a change will be introduced in the organisation, these employees will face a positive

impact as they may get to avail new opportunities as a result of change proposed and they may

get a chance to have their voice in the policy making and decision making process or the

organisation. The change will brighten up a positive vibe for the employees that will increase

their level of commitment towards the organisation and will enhance his motivation and

dedication level of the employees (Chalers, 2010).

Conclusion

The evaluation of strategic change and the manager’s support and resistance against them has

concluded that the Managers are the one who get most affected by the strategic changes

proposed in the organisation because they have to deal with the practical situation while the

upper management is merely confined to designing policies in black and white. Plus the models

for planned change cannot bring about cultural change these changes are projected to the

performance and productivity and cultural change is way more about the productivity there fore

they can’t be availed by models of planned changes. In The end, an evaluation of leadership

behaviours and their impact both negative and positive on the employee commitment in terms of

proposed change is done which reflects that the leadership style plays a significant role in

predicting and implementing a change. And before imposing any change, the negative and
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positive impacts of change with respect to leadership behaviour must be considered in order to

get utmost performance and optimal level of productivity.

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Reference

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Ardon, W. B., & James, A. (2009). Impact of Motivational Factors of Employees' Performance. Journal

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Bigdar, R. M., & Sizlerna, M. (2010). Implementation of Motivational theories in workplace. Workplace

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Carroll, A., & Buchholtz, A. (2014). Business and society: Ethics, sustainability, and stakeholder

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Chalers, C. M. (2010). Startegies for new product development.

Davis, W., & Wiston, A. (2008). Leadership styles influenciing productivity in private sector.

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Dehkordi, G. J., & Rezvani, S. (2012). A Conceptual Study on E-marketing and Its Operation on Firm's

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