Organizational Change Management - Essay Example

? Portfolio Word Count 2995 Table of Contents Introduction 3 Change Management 4 How managers respond to change 5 Management skills necessary to manage change 7 Personal Development Plan (P.D.P) 8 Personal SWOT Analysis 8 Personal PEST Worksheet 9 Opportunity analysis worksheet 11 Personal development plan worksheet 13 Action Plan for the current Year 14 References 17 Organizational Change Management Introduction This portfolio will examine change management as a concern for managers at the workplace today, how managers respond to change, and the skills they use; it will also include a Personal Development Plan and evidence, which has informed it. Change management entails transforming individuals, teams, and organizations to some future desired position or state; organizational change, therefore, is the structured approach at the organizational level, which seeks to oversee the smooth and successful implementation of change to achieve long-term goals. Management in the contemporary business world is increasingly encountering the inevitable need to respond to change like never before, especially because sudden shifts in the global business environment such as globalization and technological advancements often demand so (Mastenbroek, 1996). The rapid explosion of knowledge and information systems has instigated the massive growth of social media, and mobile adaptability, which are remarkable phenomenon that have revolutionized the way of doing business in the modern world to great expanses, thus, creating the need for change, and change management accordingly. Furthermore, the increased ease of access to information through the internet has led to unprecedented challenges such as the excessive scrutiny from stockholders and the media, thus, businesses world over must always stay on the alert because they are wary of prying ears and eyes that might sabotage their operations due to bad publicity. Business executives all over the world are under pressure from the left, right, and centre, and have to seek ways of adapting to the pervasive changes that surround their organizations for them to continue operating profitably and sustainably as well. In this regard, change management is a central focus in global organizations today (Beekman, Chenhall & Euske, 2007), especially because the capacity to manage and adapt to change is the single most significant approach to surviving competition in the highly complex and dynamic business environment today. Change Management As already indicated before, organizations all over the world are facing a great threat of extinction due to the rapidly changing and challenging global business environment and have to adopt some rapid structural and operational changes quickly to ensure both their continued existence and profitability. The ability to respond to the rapid changes that are occurring in the global business environment quickly and successfully is a potential source of competitive advantages that cushions organizations from stiff completion in the business markets, especially because they are able to leverage on new opportunities that present themselves due to change. However, in ability to respond to changes effectively and fast enough makes organizations to fall behind in terms of business trends, thereby falling out of trade too, due to both logistical and technical challenges that cannot be resolved in the absence of adaptability. Every organization today is focusing on strategies that will lead to high performance and industry competitiveness, thereby ensuring profitability and survival of business; management is facing the greatest challenge ever, of managing the organizational change process effectively towards achieving the desired future state. Both internal and external forces often motivate organizational change (Stewart & Kringas, 2003); however, external forces exert a considerably profound impact on organizations than the internal pressures; when charting the way forward or the organization’s strategic direction, managers consider four main factors. These include the goals, strategies, and current position of their organizations in the industry, the measurement systems for self-regulation, sequence of steps to follow, as well as the implementation and organizational change expected. Organizational change affects various levels of the organization, from the employees to senior management (Young, 1999), and the most critical aspect of management in the face of change is the capacity to win the support of the human side of the organization, the employees. How managers respond to change Management responds to change by following a four-step process that begins by identifying the changes affecting the firm in the broader business environment, and establishing the appropriate adjustments that are in tandem with the firm’s needs. Managers then train their employees in preparation for the expected changes so that they can fit in with the organization; after the training, management will be facing a nearly daunting task of convincing the employees to support the changes and make appropriate adjustments accordingly. Managers first determining both the pressing need for organizational change and the capacity for the organization to change (Griffith-Cooper & King, 2007); similarly, management must specify not only the objectives, but also the content and process of change in a comprehensive change management plan. The entire change management processes must also highlight a creative plan that will enable communication between the changing audiences, in addition to, creating a profound social understanding of the leadership styles, and group dynamics. Management of change in an institution, business set-ups entails aligning and communicating the objectives and expectations of different groups, integrating teams, and directing the training of the people side of the organization. Moreover, organizational change management utilizes performance metrics such as the annual organizational financial results, efficiency of operations, and the level of commitment in leadership, as well as the effectiveness of communication, and the perceived need for change to strategize effectively for the successful implementation of change. Proper change management undertakes to see that the organization transits both fast and successfully (Nastase, Giuclea & Bold, 2012), so that it can achieve its desired competitive advantages that will ensure its continued existence even in the face of change. Generally, in developing acceptance for change programs in the organization, managers have five broad optional approaches that they can use in change implementation, which include the directive strategy, the expert strategy, the negotiating strategy, the educative strategy, and the participative strategy. The directive strategy entails using the management authority to impose appropriate changes in the organization, and being able to execute them speedily but this strategy may create a lot of resistance to the change implementation process from those involved. The expert strategy, on the other hand, is particularly suitable when there is a technical challenge that requires solving such as the incorporation of new information technology systems; this approach is suitable for smaller technical or operational changes because the introduction of technical changes normally requires only a limited consultation. The negotiation strategy involves willingness to negotiate with individuals and all the teams that are going to be affected by implementation of the change process, and remaining open to the possibilities of adjustments and concessions. In this approach, management acknowledges that in as much as it is its primary responsibility to initiate the change process, those affected by the change have a right to contribute to the change process itself, and if they are not convinced, they have a right to object the proposed adjustments. The educative strategy entails altering people’s values and beliefs through a mixture of activities such as persuasion, communication, education, training, and selection, to gain their support for change, and commitment to a set of shared organizational values such as environmental awareness (Harris, & Crane, 2002). Although this approach may take longer just like the negotiating strategy, and may require more resources, it is more likely to create more positive attitudes and commitment to change. The participative strategy encourages the active participation of people ((Pardo-del-Val, Martinez-Fuentes & Roig-Dobon, 2012), thereby increasing their commitment, and enthusiasm for the change process; changes brought in this way are more likely to be widely acceptable because both managers and employees learn new skills from the experience. Similarly, this approach may take longer to achieve the desirable changes and may require additional resources to achieve those changes, unlike the other approaches. Management skills necessary to manage change Effective change mangers need to have a combination of three inter-related skills categories including transforming skills, mental skills, and skills of empathy and understanding of feeling, for them to be at the core of the change process within the organization. Transforming skills enable managers to create a reassuring venturesome atmosphere, possess self- consciousness, and self-assurance, especially because they need to communicate effectively the benefits that the proposed adjustments will generate, and to visualize the path towards that desired future state. Perceptual skills will not only enable managers to think universally, but also to help others see a clear picture of the desired future state of the organization, and to work strategically through rules of the thumb that have been ascertained as best practices. The last set of skills are softer because they entail empathy and understanding of feelings, and are often witnessed through the use of symbols, analogies, and metaphors in relation to the change process; effective change managers need these skills to tolerate stress at the workplace and to avoid confrontations with workers on issues relating to the organization. The change process can be very stressful, not only to the management alone, but also to the entire working team, and the management needs to be very understanding and accommodating to be able to consolidate all the creativity and talents of its skilled workforce and to direct them in the right direction. Personal Development Plan (P.D.P) The following Personal Development Plan presents outcomes of a self-managed learning experience concerning own development goals and objectives, and outlines the strategies of achieving them accordingly; it entails personal SWOT, PEST, and opportunity analyses, a personal development plan worksheet, and an action plan for the current year. Personal SWOT Analysis Strengths: Weaknesses: I. Highly qualified both through professional training and through skills gained through the on the job learning experiences that have continuously enhanced performance of tasks and quality of work output II. Intrinsically motivated to achieve utmost levels of performance, gaining value for the organization, achieving more experience on the job, while building personal talents III. Highly creative and talented in the use of IT solutions to solve technical organizational challenges that undermine organizational goals and objectives I. Prefers workplace environments that allow employees the freedom to think and be creative on their own rather than limiting, controlled work environments where creativity is undermined II. Achieves high results under challenging work environments that present complex challenges that require critical thinking and analysis of situations to arrive at solutions Opportunities: Threats: I. The rapid explosion of knowledge in information and technology systems presents endless opportunities for personal growth and development because they will lead to rapid innovativeness and the expansion of the job market by creation of new jobs and work opportunities, and new working experiences through the application of technology II. Expansive supply chains due to globalization and proliferation of information on the internet presents wonderful learning opportunities in contemporary trade systems because they will entail travelling to, and learning about varied business markets thereby gaining vast experiences I. A massive influx of professionals and skilled individuals in the job market environment create competition and exert a lot of pressure on the available job offerings II. Massive changes and developments create a knowledge gap that must consistently be bridged through on-the-job training and learning programs for workforce development III. Financial crises and instabilities in the business environment could potentially lead to unemployment due to lay-offs Personal PEST Worksheet Political factors Economic factors OPPORTUNITIES THREATS OPPORTUNITIES THREATS Politics have a direct influence the levels of economic growth and performance, especially because economic policies such as economy stimulus plans are a function of the government, thus, positively impact personal growth and development Volatile political environments and polarized political factions lead to economic instability and vulnerability of global business environments thereby threatening the stability in the job market environment as well High economic growth increases the opportunities available for personal growth and development because it influences the employment levels of a country; in that respect, a highly performing economy will present more job opportunities Low level of economic growth threatens the personal development and growth because it impedes educational attainments by limiting access to educational opportunities, and employment opportunities which also affect quality of life Socio-cultural factors Technological factors OPPORTUNITIES THREATS OPPORTUNITIES THREATS Social values, attitudes, tastes, and preferences have a direct impact on growth and development prospects because they determine the cultural standards, for instance, in terms of business growth and development, thereby providing opportunities for employment Societal and cultural norms, and expectations may have a negative influence on personal development plans, for instance, retrogressive social norms and stereotypes Technological advancements present new opportunities for employment because new technologies promote growth and expansion of the job market Technological advancements also create a knowledge gap because new technologies require skills and competence to operate, thus, knowledge in IT becomes a vital advantage Opportunity analysis worksheet Identified opportunity Supporting elements Opposing elements Growth and expansion of the economy leads to the success of businesses, thereby creating enormous opportunities for individual growth and development -political stability is a prerequisite to a thriving business environment -government stimulus plans lead to a thriving economy, -political instability, on the other hand, impedes economic growth -restrictive/inhibiting government polies and legislation that inhibits business survival and performance, thereby stifling growth and development of the economy, and of the individuals accordingly Establishment of new business ventures lead to the creation of new jobs, thereby creating new opportunities for personal growth and development -a fast growing economy stimulates the growth of businesses due to the enabling atmosphere, thereby creating new opportunities for the growth and development of individuals -supportive economic policies go hand in hand with available business opportunities because they stimulate a fast economic growth thereby providing an incentive for investment, thus, creating new job opportunities -government legislation may impede the establishment of new businesses by making stringent requirements on new businesses, thereby, stifling job creation as well, and personal growth accordingly -economic policies may also impede the establishment of new businesses by creating an unfavourable business environment that cannot support business growth, and individual growth respectively New businesses markets in new environments create cross-cultural job opportunities that extend individual experiences and expertise in business operations in different cultures -positive cultural tastes, preferences, and attitudes are key to the growth and development of new businesses in new locations that provide a new markets for businesses to thrive, thereby promoting personal growth and development as well -new markets provide resources, from capital, to human, to raw materials, which promote business performance, and the development of individuals too -negative socio-cultural tastes, attitudes, norms and preferences may stifle the growth of new businesses in new environments, thereby limiting opportunities for individual growth and development -cross cultural restrictions such as language barrier, and negative cultural practices may strongly impede business growth and development, thus, curtailing individual opportunities for personal growth as well Introduction of new technologies and innovations create new business opportunities, thereby promoting the creation of new job opportunities for individual’s growth and development -knowledge, experience, and expertise in new technologies and inventions in the modern information and technology age enables individuals to take advantage of new opportunities created by technological advancements -active funding of scientific research and development of new technologies leads to new technologies and innovations, which in turn create new opportunities for individual growth and development - development and implementation of new technologies and innovations may be curtailed by high initial costs which make them unaffordable, thereby limiting the prospective of technology-related opportunities for individual growth and development -insufficient knowledge, experience, and expertise creates a knowledge gap that locks individuals out of technology-related opportunities, thus, stifling individual growth and development accordingly Personal development plan worksheet Name: Wide Span Group Current position: Group Leader Date started: 2010 Career mission statement: To become a future leader and to provide effective leadership that offers innovative solutions for future challenges Major career goals Goal: To acquire market-relevant skills and knowledge Target date: By the end of 2014 Goal: To pursue an MBA course Target date: By the end of 2016 Goal: To advance career Target date: Within the first quarter of 2014 Goal: To become a Chief Executive Target date: By the end of 2017 Goal: To enhance job competence Target date: By end of 2015 Goal: To nurture future leaders Target date: From 2016 onwards Skills audit C: I need to improve my language competency D: I need to put in considerable work to develop my communication skill E: I need to acquire organization skills A: I have acquired practical skills in Information and Technology B: I have acquired basic accounting skills but some improvements could be made Skill/competency Rank Skill/competency Rank 3m 6m 1yr 3yr 3m 6m 1yr 3yr Information and technology leadership Accounting Delegation Language competence Crisis management Communication Conflict resolution Organization Discipleship Planning Human resource Negotiation Resource management Observation Strategic planning Action Plan for the current Year Action plan for the next 12 months Development goal Action steps Complete by (date) Obstacles/solutions Evaluation Acquire market-relevant practical skills, knowledge, expertise, and experience -undertake professional training -working experience on various business functions and operations By end of 2014 -high training costs -the highly dynamic global business environment The progress made towards achieving this goal will be evaluated on a monthly basis Career advancement -securing and sustaining gainful employment -participate in training and development programs By end of 2014 -the highly competitive global business environment -career advancement opportunities may be limited The progress made towards achieving this particular goal will be done in six months Enhance job competence -gain working experience through engagement at the workplace -training programs -personal initiative to learn By end of 2014 -limiting work environments -inadequate engagement at the workplace The progress made towards achieving this goal will be evaluated at the end of every month Exhibit 1.2 -- My groups My role Description of my role People and groups who turn to me for help, guidance or direction What people look for from me Small group Team leader Coordinating group activities and organizing group meetings to deliberate on group tasks Group members, classmates, and friends People often look for academic advice, leadership, and guidance Wide Span Group Group leader Responsible for the coordination and organization of daily operations of the group Employees, working teams, team leaders, People often look for information, guidance and direction References Beekman, M., Chenhall, R. H., & Euske, K. J. (2007). Management control systems as a tool for planned organizational change. Cost Management, 21, 15-25.  Griffith-Cooper, B., & King, K. (2007). The partnership between project management and organizational change: integrating change management with change leadership. Performance Improvement, 46(1), 14-20. Harris, L. C., & Crane, A. (2002). The greening of organizational culture: Management views on the depth, degree and diffusion of change. Journal of Organizational Change Management, 15(3), 214-234.  Mastenbroek, W. F. G. (1996). Organizational innovation in historical perspective: Change as duality management. Business Horizons, 39(4), 5.  Nastase, M., Giuclea, M., & Bold, O. (2012). The impact of change management in organizations - a survey of methods and techniques for a successful change. Revista De Management Comparat International, 13(1), 5-16.  Pardo-del-Val, M., Martinez-Fuentes, C., & Roig-Dobon, S. (2012). Participative management and its influence on organizational change. Management Decision, 50(10), 1843-1860. Stewart, J., & Kringas, P. (2003). Change management-strategy and values in six agencies from the australian public service. Public Administration Review, 63(6), 675-688. Young, R. R. (1999). Macrologistics management: A catalyst for organizational change. Transportation Journal, 38(4), 52-53.  Read More