Assignment Sample on Change Management and Leadership

Introduction

Dynamic change management is a significant area under the scope of project management that deals with developing sequences of operations to tackle different changes that occur continuously along with the progress of the project. It takes certain aspects under planning into consideration to make an organisation ready enough for any future difficulties. Factors such as developing managerial levels of communication, resistance management, post-project review and employee feedback are taken into account. Risk in different operations of a business is identified and its potential to do damage is calculated. Several theories of change in project management are required to get a deeper understanding of the activities performed by individuals responsible to manage dynamic change in an organisation.

Dynamic change management identifies that people are the most important link to a system that is going to change. Change in mind-set and performance comes from an individual level and it consequently influences performances of the teams as well as the organisations. It is often found that some people within an organisation are susceptible to change or applying new approaches while a few can embrace the changes without difficulties. Dynamic change management in the project allows individuals and companies to prepare for the changes that may come and interrupt business.

Theme Summary

Theme	Author	Summary
*Strategy*	Vlados, 2019	The dynamic change management is studied under three main phases – Readiness, Occurring of Change and Reinforcement phases. As stated by Vlados (2019, pp. 234), “it is suggested that organising the sequence of operations to encounter any change is the most primary activity of dynamic change management, once any potential change is identified in internal or external environments.” Strategy emphasizes on setting a vision that promotes change that can be made in accordance to the vision of the organisation. A governance model is used in analysing the strategic theme of dynamic change management. Criticism of using the governance model has been done by some researchers in this field (Sroufe, 2017).
*Resources and Capabilities*	Benoit et al. 2017	Thematic analysis can be done in some areas of dynamic change management such as resources and capabilities. According to Benoit et al. (2017, pp. 224), “assessing awareness, engagement and competence of any manager is essential to ensure effectiveness of dynamic change management.” A manager can add immense value to the process of dynamic change management because identification of change comes under his job responsibilities. However, according to Fernandeset al. (2017), engagement of a manager in dynamic change processes cannot always ensure the success of an organisation. Efficient use of resources and capabilities are identified as a most essential area of project management.
*Culture*	AlManeiet al. (2018)	The theme of culture mainly deals with the development of an organisational culture that can positively contribute towards dynamic change management. As cited by AlManeiet al. (2018, pp. 1163), “development of an organisational culture can strategically eliminate the mind-set of resisting change found in employees, causing a negative impact on productivity of a company.” Such findings can create a workforce that can embrace change and think creatively about reaping benefits from the changes caused in internal as well as external environments. As argued by Krasnickaet al. (2018), developing of such an organisational culture will impose certain rules and regulations conducive to change on the employees, resulting in low employee motivation at work.
*Leadership*	Holmes, 2017	Leadership theme is mainly based on the type of information or leads present in the market about upcoming changes in patterns of business and customer behaviour. According to Holmes (2017, pp. 39), “effective communication between the leaders and the executive teams can be an indicator of managing dynamic change with greater success”. Several methods of communication are discussed in order to improve the leadership theme of project management. However, according to Wiesneret al. (2018), focusing on communication channels undermines the importance of sponsorship in leadership, giving an incomplete view of the thematic analysis.
*Initiative*	Linde et al. 2021	The theme of initiative of dynamic change management includes Change Charter, Project Charter and Agile planning as the most significant steps in ensuring efficiency of the process. As opined by Linde et al. (2021, pp. 166), “a change in an industry can only be identified and followed when steps to assess change such as Change Charter are effectively maintained by an organisation”. Agile planning adds to the process of developing a successful change management plan of the company. However, as contradicted by Broneset al. (2017), depending on short iteration techniques such as Agile planning is not entirely effective in identifying and assessing dynamic change and constant modification of dynamic change plans are necessary to achieve long-term success for a company.

Table 2: Summary of 5 themes selected under ‘Dynamic Change management’ under Project management

(Source: Created by Researcher)

Conclusion

Based on the above discussion, it can be said that dynamic change management is found to be one of the most significant factors that improve the efficiency of project management. A company needs to hire a project management team consisting of individuals equipped with the relevant knowledge of dynamic change management and other factors. Several benefits of dynamic change management have been highlighted in this research. Attention has been given to five themes of dynamic change and its impact on the business of an organisation. Project life cycle has been discussed as one of the factors that add immensely to development of dynamic change management plan.

The passing of dynamic change through phases of Readiness, Occurrence of change and Reinforcement have been discussed. Influence of employee motivation, sponsorship and culture of an organisation on the dynamic change management have been added too. The role of behaviour and attitude of employees and their resemblance with organisational values have been discussed here. A complete picture about managerial objectives, competence, monitoring of performance and opportunities of growth for a company using dynamic change management has been presented in this research.

References

AlManei, M., Salonitis, K. and Tsinopoulos, C., 2018. A conceptual lean implementation framework based on change management theory. Procedia cirp, 72, pp.1160-1165. Available at: https://www.sciencedirect.com/science/article/pii/S2212827118302981

Benoit, S., Baker, T.L., Bolton, R.N., Gruber, T. and Kandampully, J., 2017. A triadic framework for collaborative consumption (CC): Motives, activities and resources & capabilities of actors. Journal of Business Research, 79, pp.219-227. Available at: https://www.sciencedirect.com/science/article/pii/S0148296317301509

Brones, F.A., de Carvalho, M.M. and de SenziZancul, E., 2017. Reviews, action and learning on change management for ecodesign transition. Journal of Cleaner Production, 142, pp.8-22. Available at: https://www.sciencedirect.com/science/article/pii/S0959652616313506

Fernandes, C., Ferreira, J.J., Raposo, M.L., Estevão, C., Peris-Ortiz, M. and Rueda-Armengot, C., 2017. The dynamic capabilities perspective of strategic management: a co-citation analysis. Scientometrics, 112(1), pp.529-555. Available at: https://link.springer.com/article/10.1007/s11192-017-2397-8

Fusarelli, B.C., Fusarelli, L.D. and Riddick, F., 2018. Planning for the future: Leadership development and succession planning in education. Journal of Research on Leadership Education, 13(3), pp.286-313. Available at: https://journals.sagepub.com/doi/abs/10.1177/1942775118771671

Holmes, J., 2017. Leadership and change management: Examining gender, cultural and ‘hero leader’stereotypes. In Challenging leadership stereotypes through discourse (pp. 15-43). Springer, Singapore. Available at: https://link.springer.com/chapter/10.1007/978-981-10-4319-2_2

Kraśnicka, T., Głód, W. and Wronka-Pośpiech, M., 2018. Management innovation, pro-innovation organisational culture and enterprise performance: testing the mediation effect. Review of managerial science, 12(3), pp.737-769. Available at: https://link.springer.com/article/10.1007/s11846-017-0229-0

Linde, L., Sjödin, D., Parida, V. and Wincent, J., 2021. Dynamic capabilities for ecosystem orchestration A capability-based framework for smart city innovation initiatives. Technological Forecasting and Social Change, 166, p.120614. Available at: https://www.sciencedirect.com/science/article/pii/S0040162521000469

Sroufe, R., 2017. Integration and organizational change towards sustainability. Journal of Cleaner Production, 162, pp.315-329. Available at: https://www.sciencedirect.com/science/article/pii/S0959652617311320

Vlados, C., 2019. Change Management and Innovation in the’Living Organization’: The Stra. Tech. Man Approach. Management Dynamics in the Knowledge Economy, 7(2), pp.229-256. Available at: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3413691

Wiesner, R., Chadee, D. and Best, P., 2018. Managing change toward environmental sustainability: A conceptual model in small and medium enterprises. Organization & Environment, 31(2), pp.152-177. Available at: https://journals.sagepub.com/doi/abs/10.1177/1086026616689292

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