MOD004453 Leadership and Change Best Assignment Sample
Introduction
A heavy emphasis is placed throughout this study on the goals and objectives of the organisation, and it investigates how change management may help in the attainment of these goals and objectives (Stark,2020). Specifically. The components that may influence organisational transformation can be broken down into a number of distinct categories, as can be seen in the diagram below. Included in this category are both positive and negative results, as well as the many various forms of change that may occur at the same moment. It is described in this article, along with the ways that can be used to effectively manage change, the advantages of change management for the development of organisations, a topic that is very important in today’s world (Adámková,2020).
Change experience
I am working at Infotech Media from last 3 years. When events and experiences at my company take place, change may occur. Depending on the circumstances of the situation, change can present itself in a number of ways I experienced the change in organizations operational process, where my company introduced new technology for employees. . It has been determined by the United Nations Development Programme that a broad range of factors contribute to the occurrence of change in a number of ways (Hay, 2019). Depending on the conditions, this collection of variables has an influence on the aims and objectives of the company, either directly or indirectly, depending on the circumstances.
Change process
Classification may be made simpler by categorising items into the following groups: those that have an effect on the internal environment, those that have an impact on the external environment, and those that have no impact on either (or vice versa). Some of the responsibilities of the initial set of employees include the creation of new technology and operational procedures, as well as the formation of internal standards and conventions. In the latter set of policies, among other things, privatisation of government institutions is included; in the first group of policies, modernization programmes and changes in management decision-making are included, among other things,
Typology of change process
Globalisation is increasing the demands put on businesses, and as a result, enterprises in their respective industries may find themselves in a condition of intense rivalry with one another. “External effects” refer to a wide range of repercussions that occur outside of the body and are referred to as such. Instances of external effects include, but are not limited to, the following, which are all examples of external effects in their respective fields (Bickerich,2018):
They have shown via their studies that a range of conditions may impact whether or not change happens. Changing government operations and internal laws and legislation are two of the two internal variables or drivers to take into consideration. The other is the changing nature of government operations and internal laws and legislation. It is also important to note that the character of government activity is constantly changing. In addition to the changing nature of the economy, there is another internal factor or force to consider. There are a variety of ways that internal variables or drivers can serve as an alternative to external forces or drivers. Examples include the growing need for modernization and management changes, as well as the privatisation or commercialization of previously owned government organisations, to name a few examples of what I mean. Many factors, both external and internal to the organisation, have an influence on the aims and objectives of a company. The following are some examples of such factors. Globalisation and competition among enterprises in their field, as well as internal elements such as the broader economic climate and technological advancements in their area, have an impact on their performance. Globalization and rivalry among businesses in their local area are only a few of examples of external factors to take into consideration.
Kotler’s model
Create Urgency
The change away from the conventional top-down hierarchical structure to one that is based on a large number of autonomous teams may have a substantial impact on the organisational structure and culture. It is probable that the structure and culture of the organisation will be dramatically affected as a consequence of this transition (Beer and Nohria, 2000). You must assess your current operating techniques and processes if you wish to increase the efficiency with which you use computers. The unique nature of BPR may serve as a model for anyone who want to take a similar course of action in the future. It is referred to as quantum change when there has been a significant shift in the environment in which you are now living. “Quantum change” is the term used to describe this kind of shift.
Form a Powerful Coalition
An organization’s change should be done gradually and on a lesser scale than the first change that is being made. The use of continuous quality management procedures and the introduction of a new system that requires ongoing processes and training in order to maintain maximum efficiency are examples of such enhancements and upgrades. However, since the change is happening at a slower rate than the rest of the organisation, some employees may be totally uninformed of the change. As a consequence, they may be completely oblivious of the change when it occurs.
Create a Vision for Change
It is thus seen as an urgent remedial action that must be undertaken to remedy or mitigate the immediate and pressing situation that is presently in existence. To name a few conceivable outcomes, increasing the performance of a product, resolving workplace burnout, and managing the significant financial deficit that the organisation is now suffering are all possibilities (Montgomery,2019).
The efficacy of attempts to handle problems can only be measured by analysing the severity of the issue and the nature of the remedy being provided, due to the fact that challenges are inherently time-sensitive.
Communicate the Vision
Introducing tiny incremental modifications to what was previously in place on a consistent basis, rather than doing a total overhaul of the situation, is another method of effecting progressive change in an organization’s culture. It is possible to increase the number of customers given, as well as pursue other business objectives such as increasing the number of consumers serviced and replicating popular products or services, to mention a few examples. However, certain conditions must be met in order for this to be possible (Lozano,2019).
Remove Obstacle
As Mansaray, (2019) point out, changes in a company’s operations may lead to feelings of fear and uncertainty among its employees, but they also have the ability to have a good influence on both their own performance as well as the general functioning of the organisation. The ability to analyse the overall performance and growth of an organisation is enhanced when criteria for change management are established by individuals who are well-versed in the process of change management, as well as the benefits of changing the way things are done. A few of the various good effects that have happened as a result of transformation are as follows:
It is necessary for employees to have faith in their own talents as well as the capabilities of others around them if they are to be successful in their work. If the advantages of change are completely understood and effectively implemented, it is possible that the experience of the good repercussions for both people and the organisation will be more seamless as a result of the change.
Create Short-Term Wins
It is one of the most crucial indicators of whether or not a firm has a good influence on its workforce when employees have trust in management’s ability to make and implement the best management choices. Working circumstances improve as a consequence of the adjustments, and workers become more motivated and confident in their skills to carry out their responsibilities and make the everyday choices that make their jobs simpler as a result of the improvements.
Build on the Change
It is a very useful object to have in one’s possession. It is critical for a company to be able to respond swiftly to changes in the market environment in order to preserve a competitive edge. It is possible that rivals are developing competitive systems in order to increase the efficiency of their corporate operations as a result of a strategic decision on their behalf. It is only by quick reaction that a company’s competitive edge may be maintained, if not enhanced. It is vital to establish and execute a mechanism to counter a rival’s activity as soon as feasible after the action has been initiated by the competition.
Anchor the Changes in Corporate Culture
In order to develop and keep its position as the industry’s top business, it will be advantageous for a company to be able to adapt to change more rapidly than its rivals. Progress The author, Mosenkis, believes that change is an unavoidable component of business operations for organisations seeking to be successful in their respective industries (2002). Employees’ ability to maintain the status quo at their places of employment may become unsustainable in the face of changing working conditions, which may include changes in technical developments, job requirements, management structures, and other elements of the workplace. Consumption expectations are moving, and businesses are adapting to the changing industrial environment, which is driving up the price of building materials and increasing the cost of infrastructure development. It is possible for an organisation to undergo transformation for a number of reasons, including new manufacturing methods, innovative marketing strategies, and changes in the demographics of the company’s target market.
Conclusion
Since the beginning of time on our planet, the only things that have stayed constant have been flux and change. It has been shown in several studies that employees’ attitudes and behaviours that are open to new ideas and willing to put them into action have a significant beneficial influence on the corporate cultures in which they work and live. Since part of an organization’s overall business strategy, change should be included into the organization’s strategic goals and programmes, as it is necessary for the organisation to stay competitive in the marketplace. The business’s management team should inspire trust in the capacity of the organisation to adapt to current and future conditions. An study by Mosenkis (2002) found that employers that feel their organisation is dynamic and that its culture is open and flexible outperform their rivals in terms of productivity and profitability. This is because they are confident in their ability to freely express their points of view and adjust to any obstacles that may arise along the course of the procedure.
References
Adámková, N. and Růžička, M., 2020. Australian Standards for Working with the Family in Palliative Care: Experiences from Practice concerning Implementing Organisational Change. Caritas et Veritas, 10(1), pp.100-115.
Allcorn, S., Stein, H.F. and Duncan, C.M., 2018. Organisational change: a longitudinal perspective. Organisational and Social Dynamics, 18(2), pp.273-296.
Bickerich, K., Michel, A. and O’Shea, D., 2018. Executive coaching during organisational change: a qualitative study of executives and coaches perspectives. Coaching: An International Journal of Theory, Research and Practice, 11(2), pp.117-143.
Castillo, C., 2022. SIX EMOTIONAL STAGES OF ORGANISATIONAL CHANGE: CONCEPTUALISATION AND SCALE DEVELOPMENT. Economics & Sociology, 15(1), pp.253-267.
Hay, G., Parker, S. and Luksyte, A., 2019, July. Failure and Blame in Organisational Change: An Identity Lens. In Academy of Management Proceedings (Vol. 2019, No. 1, p. 16296). Briarcliff Manor, NY 10510: Academy of Management.
Lozano, R. and Zimmermann, A., 2019. A Conversation with Rodrigo Lozano, specialist in organisational change for sustainability at the University of Gävle. Copernicus Alliance Conversation, (2).
Mansaray, H.E., 2019. The role of leadership style in organisational change management: a literature review. Journal of Human Resource Management, 7(1), pp.18-31.
Montgomery, A., Panagopoulou, E., Esmail, A., Richards, T. and Maslach, C., 2019. Burnout in healthcare: the case for organisational change. Bmj, 366.
Ozawa, K., 2020. The influence of managers’ successful change experience on organisational change: performance crisis and managers’ tenure. Knowledge Management Research & Practice, 18(4), pp.367-379.
Stark, J., 2020. PLM and Organisational Change Management. In Product Lifecycle Management (Volume 1) (pp. 377-409). Springer, Cham.
Sukoco, B.M., Supriharyanti, E., Susanto, E., Nasution, R.A. and Daryanto, A., 2021. Organisational change capacity and performance: the moderating effect of coercive pressure. Asia-Pacific Journal of Business Administration.
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