Change Management in Organizations dependency on Leadership Essay
Sorry, but copying text is forbidden on this website!
This paper seeks to establish how change can be effectively introduced to the challenging global business environment of today. However, to establish this, one has to first understand what a change management strategy is and to critically analyze the key composition of an ideal change management strategy and figure out how they relate to the question at hand. Conspicuously, change management strategy is a systematic approach to making adjustments to the application of a set of tools, processes or skills during a project or initiative.
Through the application of its controlled processes and a wide variety of set tools that are utilized for purposes of leading organizations into achieving their forecasted and desired outcomes.
From the aforementioned definition, we are able to decipher that: the change management process is an integral aspect of performance of organizations that is vital in ensuring its success and on the offset; it describes the driving force towards adoption and the usage of new strategies so that results of a business can be realized CITATION Hor08 l 1033 (Hornstein, 2008 ).
The change management strategy process consists of mainly 3 processes that are instrumental in realizing desired business results. The change strategy process has three components outlined as: preparing for change where, one is required to prepare for the change that is about to occur. It entails defining the correct management strategy that is best suited to achieving the desired results of the organization. One has to prepare his/her change management team that will be influential in achieving the desired results of the change management strategy CITATION Sur04 l 1033 (Surendra & Wulonng, 2004). The last thing is to develop a sponsorship model for the strategy. Secondly, there is change management; once the change management strategy has been invented, then the change management plans must be developed so as to realize the desired results in the change management strategy. This entails taking action and implementing plans that are in the change management strategy and instilling them with a great amount of discipline CITATION Aqu14 l 1033 (Aquila, 2014). Thirdly, reinforcing change where one has to collect and analyze the feedback from those that the change has affected. Diagnosing of gaps and managing of resistance is also of importance in reinforcing change. One should then implement corrective actions and celebrate successes that the change management strategy has brought about.
A great deal of organizations embark on initiatives to ensure the success of their change management strategy with an inference to their commonly associated benefits that are outlined as cost reductions and timely product or service delivery, however, majority of these organizations come to acknowledge that a having a factual CMS in place does not in any way resolve their organizational operational issues CITATION Cap14 l 1033 (Capelli, 2014). In many circumstances, corporations are engaged in the hiring of only a select few project managers and in return expect that this bunch of professionals will magically transform their idea and deliver the beneficial aspects of contingent Project Methodology CITATION Dew12 l 1033 (Dewhurst, Harris, & Heywood, 2012 ).
In actuality, a great deal of this organizations only get to learn that through inadequate planning their set projects do get delivered though they involve incoherent processes, are guided by ineffective methodology structures, not delivered in good timelines or their financial estimations are over budget and to top it all off, varied aspect of an implementation process are guided by poor management strategies and their performance reporting data is not recorded CITATION Kat14 l 1033 (Katz, 2014). Once the conceptualizing idea in a project is not clearly set out, several projects being guided a particular department will ideally exhibit the aforementioned aspects of poor change management process; the problems exhibited can only be remedied through exquisite leadership within organizations. In circumstances where a particular change management strategy is not being conceptualized, four basic issues are usually evident CITATION Agu14 l 1033 (Aguire & Alpern, 2014). Firstly, the organization lacks overall accountability envisions with regards lack proper recording of what exactly when into accounting and time delivery aspects of a project. The management departments of organizations that exhibit poor accountability in most cases are engaged in laying the blame of failure on someone else within the organization CITATION Kat08 l 1033 (Katzenbach, Rutrger, & Thomas, 2008).
Secondly, there is the aspect of work effort of individuals undertaking a particular project is significantly overlapped thus pushing these people into a continuous rework process until desired results are attained. In this case, what usually leads to the development of this pattern is the fact that the knowledge base of an organization is not fully analyzed before the delegation of works according to the specific qualifications of an individual. It thus sets off a wheel of events which means that the organization will have to start again thus wasting labor and man hours CITATION Ken09 l 1033 (Kenflent, 2009). Inconsistent metrics and reporting comes third in this list where poor decision-making is highly probable thus making a benchmarking process in the implementation of a project virtually impossible. It is gambling with the investment of a company where one who is totally unfamiliar with the other players on a poker deck but still goes ahead to make play with the expectation of gobbling up the spoils. Therefore, this means that being a new player in a very different field will make it very hard for one to fit completely as many challenges will be posed. Lastly, this organizations exhibit all aspects if poor coordination of projects that involves cooperation between departments within an organization there envisioning equally poor organizational support CITATION Llo12 l 1033 (Llopis, 2012). The lack of teamwork and proper communication structures within an organization is a pivotal step that determines the failure or success of a project.
Therefore, in order to establish how change can be effectively introduced to the challenging global business environment of today, one has to overcome the challenges that have been posed by implementing the key elements of a CMS. These elements are outlined as: the Need for Urgency-an organizational burning platform exists when maintaining the status quo becomes prohibitively expensive. Major change is always costly, but when the present course of action is even more expensive, a burning platform situation erupts CITATION Cus14 l 1033 (Cusumano, 2014). Create a sense of urgency based on the company’s financial performance, competitive edginess and proper market positioning and finally staying abreast with developments in technological trends. Second is proper leader identification. Organizations should be keen on sourcing the ideal change leader with their desired set of skills so that the initiative of change can be conceptualized in a professional manner where timelines of delivery are given close analysis. However, success of projects is not only conceptualized through organizations having godly-leaders at the helm but with a combination of competent support professionals who will be instrumental in steering the organization to its desired achievements CITATION Kap13 l 1033 (Kaplan, 2013).
Secondly, workforce motivation is something that organizations need to channel their concentration on so as to conceptualize change story that will impact on employees positively, for before you get buy-in process, people need to feel the problem that is at hand. People are not going to consider anything until they are convinced that there is a problem that truly needs to be addressed CITATION Din06 l 1033 (Dinsmore & Cooke-Davies, 2006). Establishing a motivational point is critical in establishing a correlation point for the implementation process that will involve people who are knowledgeable about the organization’s need for change. Once this has been established the company already established a buy-in and understanding for its employee thus they get acclimatized with the roles they play in the organization. Third, clearly setting out visions and values is influential in creating a picture of desired set goals for the future success of the organization. Corporations should therefore go out of their way to give its employees as sense of corporate belonging thus establishing an enduring purpose for not only themselves but also the organization at large. The lack of a clearly defined vision could lead to misinterpretation of change efforts in an organization thus steering projects in the opposite direction.
Communication is another aspect propelling requisite change management strategies within organizations in the current business industry. Throughout the implementation process of an idea within an organization, people within an organization need to be informed constantly so as to create an environment of inclusiveness thus steer them with the momentum for progress and success of their work CITATION Har12 l 1033 (Harrington, 2012). Communicate this information broadly and dramatically, especially with respect to crises, potential crises etc. To successfully implement change initiatives, leaders of organizations need to play the role of communicating to employees effectively about every development progress of a project. Next is line is the need for leaders to have an eye for inconsistency lookout where the change leader needs to be on the consistent lookout for any inconsistencies that may arise due to the results from the change. Whenever any inconsistencies arise, they should be proactively dealt with without any delay CITATION Sir05 l 1033 (Sirkin, Keenan, & Jackson, 2005). Lastly, the general aspect of implementation and reinforcement of ideas is what actually determines what succeeds and what fails. In most cases, moving away from the traditional ways and culture of undertaking business is a problem that comes up every now and then when a change management strategy is being conceptualized. It is therefore the duty of leaders to ensure that the operations of employees are monitored throughout the implementation process and guide them in the right direction in situations where they veer off the correct course.
Aguire, D., & Alpern, M. (2014). 10 Principals of Leading Change Management . Strategy + Business , 75-82.
Aquila, K. (2014, January 9). Quotas for female board members look like a toad too far. Retrieved January 10, 2015, from The Financial Times : http://www.ft.com/cms/s/0/e06ac8bc-784a-11e3-831c-00144feabdc0.html#axzz2rEx8m1lp.
Capelli, P. (2014, February 5). Work Classifiaction In the Work Environment . Retrieved January 10, 2015, from The Economist : http://www.economist.com/node/341352
Cusumano, T. (2014). Change Strategies of 10 Corporate Firms of UK . London : Puferntred Publications .
Dewhurst, M., Harris, J., & Heywood, S. (2012 ). The Global Company’s Challenge . McKinsey Quaterly , 7-10.
Dinsmore, P. C., & Cooke-Davies, T. (2006). The Right Projects, Done Right . San Francisco : Jossey Bass.
Harrington, J. (2012). The Face for Organizational Change . Welton Planning Monthly , 12-17.
Hornstein, H. (2008 ). Using a Change Management Approach to Implement Programs . Ivey Business Journal , 14-21.
Kaplan, R. (2013). Leadership Skills for Change . Business Weekly , 23-42.
Katz, R. (2014, August 19). The global talent index report: The outlook to 2015. Retrieved January 10, 2015, from Heidrick & Struggles: (http://www.economistinsights.com/sites/default/files/downloads/GTI%20FINAL%20REPORT%205.4.11.pdf
Katzenbach, J. R., Rutrger, P. V., & Thomas, J. (2008). The Critical Few: Components of a Truly Effective Culture. New York: Barnes & Noble.
Kenflent, W. (2009). Culture Blame within Organizations . London : Routledge .
Llopis, G. (2012, April 11). 5 Most Effective Ways to Sell Change . Retrieved January 10, 2015, from Forbes : http:www.foprbes.com/5+mot+effectyive+ways/23eds54
Sirkin, H., Keenan, P., & Jackson, A. (2005). The Hard Side of Change Management . Harvard Business Review , 163.
Surendra, G., & Wulonng, G. (2004). The Effect of Organizational Innovation and Information Technology on Firm Performance. Quebec : Welton Sox .