Managing Change and Dynamics in an Organization

Component of Modern Organizations Change is a common component of modern organizations. How do leaders determine when change is necessary? Is there a specific time and place for change, or should change be continuous? Why? Change is a crucial component of the organizational growth process. Therefore, it is crucial for an organization to take inventory and initiate change where needed. However, at times it could be challenging to determine when the organization needs change, especially for large companies where change may be difficult to execute (Burnes, 2004).

Even when the change is difficult, it is important for leaders to revitalize their organizations and bring about enhanced productivity as well as growth. Against a backdrop of increasing deregulation, globalization, the rapid pace of technological innovation, a growing knowledge workforce, and shifting social and demographic trends, few would dispute that, today, the chief task of the management is the leadership of organizational change. Because the need for change tends to be unpredictable, it if often reactive, discontinuous, ad hoc and normally sparked by the organizational crisis (Burnes, 2004).

Leaders use two main steps to determine when a change is necessary. First, they look at the organization's goals and mission statement. Later, they establish whether what they are doing matches what the organization desires to do (Burnes, 2004). If not, the leaders must decide whether they would expand their mission or cut the extraneous products. This involves examining the current work procedures, policies, processes, and equipment.

For instance, if the current items have been in use for a period longer than five years, the leaders must consider initiating changes to reflect emerging technology, cultural changes, and market trends. Secondly, the leaders will talk to the employees. During these discussions, the leaders will ask for suggestions, ideas, and inputs. They must be willing to listen to the problems or complaints affecting their daily responsibilities. Ideally, the leaders will discuss their findings with the managerial team and the financial officers.

During this meeting, they will gather input on how introducing change might affect the organization's financial health and other impacts. Often, the leaders will weigh the advantages and disadvantages carefully before making the choice to introduce change (Cameron & Green, 2012). Many different models for change management and change leadership are used within strategic planning.

Which of these models do you believe is the most effective for use in the strategic planning of change? Why? How does this model work in an environment of continuous change? Kurt Lewin (1890-1947) pioneered one of the first well-known theories of change management (Cameron & Green, 2012). Lewin's change model is separated into three stages as unfreezing, movement, and freezing. Following Lewin's model, other scholars advanced this theory making it highly effective.

Among them is Kotter's eight-step model, which holds that successful change implementation relies on the eight steps suggested by him. The ADKAR change model pioneered by Jeffery M. Hait can also be adopted (2006). ADKAR has been widely applied in the field of business and management as a framework to understand the change in the individual level. It is composed of five elements namely, Awareness, Desire, Knowledge, Ability and Reinforcement (Burnes, 2004). Kotter always believed that change is a gradual process (Burnes, 2004).

The process of change begins when urgency in the organization is created to resolve current issues or fulfill a new requirement. This creates clear objectives and vision defining the changes to be introduced. In the current business setting, where the organization is operating in a highly competitive industry, it becomes necessary to win the confidence of the employees.