The Concept of Managing Organizational Change - Assignment Example

Based on various literature, this paper attempts to describe theoretical perspectives and strategic significances of managing change. Spector (2010) identified multiple tools and levers that Jon Meliones at Duke Children’s Hospital applied in pursuit of effective change implementation. The implementation theory designed by Jon Meliones considered a diagnosis, cross-functional teams and measurement systems as well as how the change can be ordered in any specific sequence (p. 26). This theory highlighted that staff are required to get involved in a shared diagnosis of the root causes of the change agent and put together a cross-functional team of doctors, nurses and medical staff etc.

Human Process-Based Intervention theory, also known as Human Procession Theory, puts greater emphasis on the process of change and focus on changing behaviours by modifying individual values, attitudes, problem-solving techniques and interpersonal characters etc (Werner and DeSimone, 2008, p. 466). Behavioural sciences and behavioural approaches in relation to human need, expectancy, reinforcement and job satisfaction are some of the significant elements that influence the theoretical underpinning of this approach.

This approach has been developed by some researchers, mainly with initiatives of Lewin, who was able to transfer his knowledge of the way planned interventions have been found to produce desired behavioural changes in a specific organizational setting (Werner and DeSimone, 2008, p. 466). Many of the theoretical developments of organizational change have been traced back to a number of different works of psychologist Kurt Lewin. He highlighted an important role that different contexts play in shaping individual behaviours.

He also argued that the only effective way to motivate a person towards the change or inculcate a positive attitude in a person towards the change is to create a sense of dissatisfaction with the status quo within that individual (Spector, 2010, p. 27).

Lewin argued that the behaviours of individual changes when contexts get changed. Some large companies often take initiatives for organizational contexts to help shape and structure the behaviour of their employees. At the beginning of Google’s revolution, its leaders have attempted to create a context with a view to tolerate risk-taking and with a view to encouraging creativity (Spector, 2010, p. 27).