Change Planning and Implementing

Change management is crucial to any organization with a vision. It comprises changing the business’ operations to adapt to the changing needs and trends of the marketplace. Staff members are less likely to oppose institutions going through change. In the twenty-first century, a variety of patterns resulting from technological innovation are altering how businesses conduct their daily operations. wrestler In order to For transformation to occur efficiently in the organisation, planning, management, and implementation must be followed to the latter to ensure the transition happens successfully. The plan entails laying out the foundation for approaching the reform process. On the stage, preparation has to be done through alerting the stakeholders of the business so that they are in a position to offer their views about the modification they would like to see. In the management stage, a consultative approach is necessary. The employees in the enterprise and other stakeholders must be influenced to start adapting to the reforms. With the proper management of change, the corporation must focus on the organisational structure, the culture that the organisation has embraced, and the overall goals that the company wants to achieve. In the implementation, the individuals tasked with the implementation of the redesign are required to use the appropriate techniques to ease the stress that the staff may undergo due to the improvements beginning to be experienced. There are instances when employees in the business tend to feel the need to avert to the old means and therefore adjust planning management, and implementation to be under the governorship of individuals who can make sense of the behaviour of employees towards the transmute.

A Written Account to Provide to Employees Outlining the Need for Managing the Organisational Change

Employees are the first group an organisation should inform about the need to control changes in the team. In large corporations, where diversity of employees is present, a written account explaining the need for managing organisational reform can help in minimising chances of resistance from the staff (Cummings 2014, p. 127).

Internal and External Determinants that add to the Urgency for Change within the Organisation

In an organisation, various internal and external factors influence the operation of business activities. The internal environment consists of people, systems, and structures and they affect organisational events, decisions, and employee behaviour and attitudes. Hence, internal factors that are associated with the need for reforms include culture, organisational design, the mission of the company, and the style of governance being used (Cummings 2014, p.134).

A company must ensure they inform the employees about the amendments in the corporate culture. The culture within the corporation consists of values and behaviour that are unique to a single organisation (Alvesson et al. 2015, p.41). Traditions in the company are usually a product of the type of employees in the team, technology products, and the market. Although a culture of a firm is deep-rooted in its operation and the activities, if the management realises that the current culture is negatively affecting the business, it can be changed (Fullan 2014, p.37). The organisational design or structure can also contribute to the need for modifications. The corporate structure defines how various activities such as allocation of duties, coordination, and supervision are conducted. For instance, the companies that continue to use the traditional structures find it challenging to adapt to the evolving corporate world (Burke 2017, p.101). The administrative style adopted by the executives can be the cause of transition in the business. Some leadership styles do not offer employees the chance to raise issues affecting them. A shift from such techniques can be a reason for informing the staff of the company regarding the importance of reforms in the workplace.

The mission of a company also includes in the list of internal factors that may push the management to oversee a transformation process. A mission statement illustrates what the agency is committed to doing to its various stakeholders such as the consumers of its products and services, the employees, and the owners. If a company attains its mission, it has no business making use of the vision again. Moreover, when a mission statement does not address the company`s goals appropriately, the organisation may be forced to reshape it so that the goals and objectives can be reached. When internal factors within the organisation fail, a crisis may ensue. Thus, transition is crucial (Goetsch et al. 2014, p.97)

The elements within the external environment that causes the urgency for improvements in the company include political, technological, economic and social factors hence, the importance of informing employees. The political climate has a massive impact on the operations of a business. Most of the times, the government can come up with rules and policies that affect the business either positively or negatively. An increase or decrease in taxation can lead to the company instituting modifications through introduce operations that cut off the cost of operating the business (Beech and Macintosh 2017, p.139). Technology also plays a hand in the transformation process. In the digital era of the 21st century, advancement in technology has taken root, forcing businesses to transform their businesses to meet modern changes. For instance, massive internet connectivity has provided new ways in which a business can interact with their employees and customers. A company that was used to send letters and memos to workers may adapt to the use of email in communicating their agendas (Al-Haddad and Kotnour 2015, p.238).

Another external determinant of urgency for remoulding in the corporations is the social and cultural factors. The social environment consists of a combination of a society’s beliefs, practices, and norms that are similar to the culture. A business must be proactive to learn about the social context that surrounds where it operates (Beech and Macintosh 2017, p.133). For instance, if the company operates in the fashion industry through the designing of clothes, a modification in the cultural norms will require the business to do the same with their products.

Lastly, the economy of the context in which a business operates can affect reforms in the company. As such, employees need to be updated about the current economic improvements that happen in a specific jurisdiction. When a case such as Inflation arises, the business must review all its activities to ensure that it is not swayed. Many of times, inflation may cause an increase in expenditure on the market, and therefore a company may be pushed to increase the prices of their products and services (Burke 2014, p.117).

An Analysis of the Different Types of Organisational Change

Various kinds of adjustments happen to the organisation. Each type of transformation depends on the factor that is the cause of change in the company. The forms of improvements include strategic, structural, process orientated and people-centered types of transformation.

Strategic Change

Strategic change involves the restructuring of the entire organisation`s marketing plan to ensure competitive advantage. The company adjusts its operation in light of the internal and external environment while providing that it focuses on its strengths, weaknesses threats and opportunities. The firm identifies what it is good at, the areas it is underperforming, available chances of growth while noting the risks that it is likely to find on its transition to a new business or marketing plan (Hayes 2014, p.212).

Structural Change

A structural reform occurs when a business moves away from its initial methods of operation due to economic conditions. The development also arises from internal and external factors surrounding the company. For the transformation to be realised, the management must be in top gear. Structural reforms have a profound effect on the business, and it alters how the authority, information processes, and the responsibilities of the organisation (Cameron and Green 2015, p.174).

Process-Oriented Change

The type of transition represents a re-engineering of processes by the company in the bid to attain a desirable workflow and productivity. The difference is often associated with the production process. The production process entails the assemblage of different materials to create a product or deliver a service. Process-oriented redesign alters the long tiresome means of offering products and services. Advancement in technology often affects the processes in organisations, thus the need for reforms (Hayes 2014, p.214).

People-Oriented Change

The transformation aims at altering the behaviour, attitude, skills, and performance of employees in a business. The process of transition in such a case calls for human intervention. The managers engage their employees through communication, training, and motivation to raise their morale. The reform process requires the top directorship to be knowledgeable in dealing with the various numbers of employees in the organisation (Hayes 2014, p. 215).

An Explanation of the Benefits of Planning the Organisational Change

Organisational reform takes place rapidly, and it requires proper planning to ensure an appropriate transition. First, it needs to be prepared to provide that efficiency of existing resources. Executing a transformation within the business can lead to misuse of company funds if no plans have been put in place (Kuipers et al. 2014, p.17). The unpredictable nature of redesign, therefore, requires the people performing the transformation process to know how to initiate and finalise the process.

Planning of reshaping also helps to reduce levels of stress amongst the workforce of an organisation. Transformation can be alarming, especially for individuals since it disintegrates the normalcy in the organisation. The refine represents distinctly conducting of processes and activities, and it may cause psychological torture among the employees as they try to leave the status quo (Hayes 2014, p.195).

A transition that is planned offers an opportunity for development and increased skills. Planned change provides transparency and accountability, and therefore, the management can keep a record of accomplishment of the transition process. As such, the company can realise development since visibility will create awareness to the public, hence eventually leading to an increase in market share (Cameron and Green 2015, p.301). Besides, the risks are minimised thus reducing chances for inefficiency. A transition that is process-oriented can lead to the use of digital machines, while people-oriented transformations that result in modification of employees’ skills which is already an opportunity to develop.

A Report to Support Key Stakeholders to Understand the Change Process that Happens within Business Environments and How Effective Leadership and Management is Essential in the Change Process

Different stakeholders that pertain to the organisation can remain in the dark, unable to make sense of the transmute process taking place. The stakeholders include employees, customers, the government, investors, potential customers, suppliers, and financiers. However, a better understanding of the reforms process in the organisation is the realisation that efficient headship at the top level of the business is crucial in the revolution process. As such, Kotter’s 8 stage transformation model can be used to help the primary stakeholders understand how the transformation process in the organisation occurs (Kempster et al. 2014, p.154).

John Kotter introduced the Kotter’s 8 step Model as a method to enhance the organisation`s ability to reshape while ensuring the reforms will be successful. Kotter believes that employees do not experience development, although they are crucial in the process of restyling implementation. Kotter`s change model is divided into eight steps, but from the eight levels, the first three steps deal with creating a favourable climate for transformations. Steps 4 to 6, illustrate going about the change itself while stages 7 and 8 are aimed at consolidating the difference.

The first step involves creating a sense of urgency. The stage consists of ensuring the key stakeholders who are employees understand the need and necessity for the modifications. The scene requires the management to clarify compelling reasons for the necessity through open and convincing dialogue. The second step involves creating a powerful coalition. The action consists of identifying refine elements within the business. The reform elements represent employees who are inclined towards transformations. They are useful in being the redesign directors, hence, high believe they can deliver the reforms. The third step involves generating a vision for the transition. The idea helps the stakeholders to understand what evolution the company wants to achieve within a specific period. The business identifies the values that are central to remould, then creates a strategy that is in line with the vision (Kempster et al. 2014, p.158).

Step four involves communicating the vision through leading by example. The supervisors must repeat the idea to reinforce it in everything they do within the organisation. The action aims at showing support and acceptance among the employees so that the vision can be adopted in the entire team. The fifth stage involves removing obstacles that could inhibit the realisation of reforms in every level in the organisation. To ensure employees accept the vision, incorporating and implementing their ideas in the change process can help to limit hindrances to transformations. Since the modification is already taking place, the sixth stage entails creating short-term wins whereby there are short-term goals that the employees can make sense (Doppelt 2017, p.184). When the immediate goals of the transformation have been attained, acknowledging and rewarding the employees is a sure way to ensure the entire transition will occur.

Step seven involves building on the change. Quick wins acknowledge the sixth level is only meant to motivate employees towards making a real transformation. Henceforth, the management should create fresh ideas in their refashion agents to consolidate improvements. The last step involves anchoring the reforms into the corporation (Kempster et al. 2014, p.161). If the development has to stick in the organisation, it has to be embedded in the core of the company. At this step, the transformation

Skills Needed to Manage People through Organisational Change

Communication

Through communication, the reform pioneers can exchange ideas and thoughts with each other on how best they can advance positive transformation. Without the sharing of ideas, the process of redesigning is likely to be faced by many hiccups from the key stakeholders in the transition (Bradley 2016, p.128).

Provide Feedback

Although the overall company supervisors are the champions of new ideas, they need to listen actively to their change agents and ensure they return to them with feedback that either clarifies the transformation method or acknowledges their viewpoints. Feedback is valuable as it demonstrates a complete communication process (Goetsch et al. 2014, p.264).

Behaviour/Styles

Innovative managers must make use of leadership styles that ensure reforms can take place. The transformational method can help the leader to exchange transformative agendas with the key stakeholders. On the other hand, the managers should have a fit reservoir of emotional, physical and mental energy (Fullan 2014, p.259).

Team Working

The manager and the employees must work together towards the realisation of effective restyling. The two parties must work together to revolutionise the current state of affairs through ensuring they share the same vision while ensuring that the new concept is implemented in all departments in the organisation. The two parties have to share roles in the bid to ensure the success of the change within a specific time span (Cumming 2014, p.223).

A Description of the Reasons why Individuals Resist Change

Individuals resist reforms due to anxiety and disbelief. Some employees refuse to accept transformation with the view that their roles will be modified. Such people see innovation as a threat to their comfort zones and status quo. Anxiety also causes resistance. Some individuals contain fear of the unknown. There are always fears that people may lose jobs or be relocated from their workplaces hence fighting back towards the transition. Some individuals may fail to understand the problem that is causing the change and therefore repel the development. Failure to follow the problem may be caused by the lack of involvement in the reshaping process or even poor communication between the managers and the individual employees concerning the reason for instituting a reform. The level of mistrust among certain individuals is usually high, and therefore, it makes them resist amendments. Some people are pessimistic towards the future and hence see a transformation process as a roadmap for the company towards failure and downfall (Bradley 2016, p.161). Demotivation is also another factor that causes resistance to revolution. Directors who do not have the morale to work will have a low degree of accepting a change process. The employees who have worked in an organisation for an extended period are highly resistant to customisation since they are already tired of working for the corporation. Lastly, frustrations overwhelm employees in the workplace while thinking that the improvements will put pressure on their way of doing things.

An Explanation of How Leaders and Managers Can Overcome the Resistance to Change

For a transition to take place in the organisation, top managers must find ways to overcome the resistance. The Tannenbaum and Schmidt continuum theory of governance is essential for managers in learning how they can overcome resistance to adjustments emanating from the workforce. It emphasises on the need for the team manager to delegate some of the duties to the team members so that they can be part of the reform process. The leader must consider engaging the employees fully while empathising with those that fear the aftermath of transition (Hon et al. p.930). The Tuckman theory of forming, storming, norming and performing is also crucial for managers to develop teams and behaviour in the corporation that encourages collaboration in executing change. As such, trust and open communication can thrive leading to a consensus on realising the new vision of the company (Wanna 2007, p.109).

A Written Account to the Senior Management Team Clarifying Why Organisational Culture Has a Role in the Management of Change

The corporate culture of the organisation has a critical role in change management in the company. The history of an organisation is embedded deeply in the daily routine, intrinsic values, and norms. Charles Handy, a leading scholar of organisational culture, developed four distinct types of learning, which are role, task, person, and power culture. According to him, power and culture affect the management of transition since, in some companies, power rests within a few individuals who have the authority to make critical decisions (Handy 2011, p.16). As such, the process of creating a new vision of the firm can lead to hiccups during implementation due to the inadequate involvement of key stakeholders (Doppelt 2017, p.227). On the other hand, task culture builds teams that are only focused on reforms within the party. Such task cultures contribute positively to transmutation as each group can initiate adjustments within themselves. Charles Handy studied the person culture where employees view themselves as more important than the company and therefore will do anything first to fulfil own interests (Handy 2011, p.24).

Finally, the role culture represents employees working on their specific roles and responsibilities assigned to them. The management of change in such a culture can have a direct effect on the control of development whereby making every individual to be focused on implementing a new vision of the company can be cumbersome. Every staff member takes ownership of their task and, therefore, every member models their own culture (Handy 2011, p.27). As a result, there are high chances that effective communication is obstructed. Henceforth, managers need to be committed to managing reforms in such a situation. However, according to the failure induced change theory adapted from the Carnegie School model of corporate reform, organisations will only modify their culture if they feel that it compromises their attempt to accomplish goals. As such, history profoundly influences the course that transformation takes (Hayes 2014, p.277).

References

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Kuipers, B.S., Higgs, M., Kickert, W., Tummers, L., Grandia, J. and Van der Voet, J., 2014. The management of change in public organizations: A literature review. Public Administration, 92(1), pp.1-20.

Wanna, J., 2007. Improving implementation: organisational change and project management. Canberra, Australia: ANUE Press.