All these concepts and ideas are best put into practice -- meaning also that the company stands an increased chance of successfully implementing change, becoming more flexible and a responsive learning organization -- through the creation and implementation of a management for change.
Also referred to as management of change, the concept is generically understood as the "set of processes that is employed to ensure that significant changes are implemented in an orderly, controlled and systematic fashion to effect organizational change" (Tech-FAQ, 2009). The greatest challenge of the change management is that of overcoming the resistance to change. This is a natural reaction of the organizational staff members, which must however be reduced.
There are five specific criteria that have to be met in order for the practices of change management to be successful in their efforts. These are generically organized under the term ADKAR, the acronym standing for awareness, desire, knowledge, ability and reinforcement. In terms of awareness, it is crucial for the organization or the manager to realize the rationale behind the necessity for change implementation. Secondly, it is pivotal for both manager as well as staff members to be not only willing, but eager to participate to the change process. Third, it is important for the manager to know how exactly to go about in implementing change. Fourth, it is required for the organization to have the ability to change; this basically means that it must employ new technologies, allocate more financial resource, train the staff members and so on. Finally, it is of the utmost importance to continually reinforce the practices introduced throughout the change process, otherwise there is an increased risk for the company to return to the...
This can be achieved through several approaches. First, employers must maintain permanent and open communications means through which to clearly inform the staff members of the necessity of change. Secondly, it is important to inform the employees why the change would be beneficial not just for the organization as a whole, but for the individual workers as well. For instance, the introduction of a new technology could have the benefit of reducing costs and increasing product quality for the organization, but also the individual advantage of reduced workloads. Employee empowerment, including even the possibility to individually implement change when possible, is yet another useful technique (Gelfand, 1988). It is futile to say that these strategies will work on all staff members; they will however generate a positive impact upon most of the employees, with the ultimate benefit of having them increase their efforts and performances to sustain the entity in reaching its overall change objectives.
" To be more precise, the authors explain that there is a procedure that has been created as an aspect of the theoretical model of Structural Adaptation to Regain Fit (SARFIT) (Donaldson). This model asserts that when an organization in fit experiences improved performance that results it results in excess resources and leads to growth in size, geographic expansion, innovation or diversification. This in turn increases the number of contingency variables.
The ability to transform an organization to the next level, through specific leadership techniques, and to have the vision to carry out the task, is called transformational leadership. Transformational leaders influence by becoming the teacher, mentor and/or coach -- or a combination, rather than a hierarchical tyrant. Key is the empowering of others to achieve and surpass their own goals. Communication is the basis for this theoretical model -- the
Capacity Building and Knowledge Management Capacity planning and knowledge management are terms that have flooded the literature in recent years. Many of the best run organizations in the world have dedicated resources that focus on each concept respectively. However, there is also a lot of overlap in the two concepts; especially with regards to human resources and training and learning. For example, when learning occurs and is documented to train other
Organizational Change in the Public Sector This research proposal explores the feasibility of management in the public Sector as an organizational paradigm and new model in organizational development. The literature review reviews numerous journal articles that explore on the key concepts of change management strategies from a public sector project management perspective. The authors suggest that employee's participation, effective feedback across the board, and empowerment of subordinate staffs is a major
Change Project A variety of technical and management issues arise during the implementation and operation of any change process. Change management in technology projects is essential to implement and monitor mechanisms to support and control users, business, and technology (Yarberry, 2007). There are different change project modules used at any stage of a project development. These include the change curve, Lewin's change management model, and Beckhard and Harris change model used
Change Management Fabrication International CHANGE Management AT FI (i) Critical Assessment of Investment-Appraisal Process The investment appraisal process at Fabrication International (FI) is divided into four distinct steps. This appraisal process reflects the values and concerns of top management that it seeks to realize during the decision making process. FI is marked by traditional expectations of doing business. It expects its long time customers to continue doing business with it irrespective of economic realities.