...INTEGRATED CHANGE MANAGEMENT: INCREASING SUCCESS RATES THROUGH AN INTERDISCIPLINARY APPROACH By SUSAN DOUTRE Integrated Studies Final Project Essay MAIS 700 submitted to Dr. Raphael Foshay in partial fulfillment of the requirements for the degree of Master of Arts – Integrated Studies Athabasca, Alberta December, 2012 CHANGE MANAGEMENT SUCCESS 2 TABLE OF CONTENTS Abstract ........................................................................................................................................... 3 Introduction ..................................................................................................................................... 4 Challenges and Complexity of Change........................................................................................... 6 A Business Perspective ................................................................................................................... 7 A Cultural Perspective .................................................................................................................... 9 A People Perspective .................................................................................................................... 11 Conclusion – An Integrated Perspective ....................................................................................... 14 References ...........................................................................
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...Change is an inevitable part of any organization. Organizations are faced with the challenge of choosing how to correctly handle the organizational change process. Establishments have two options when it comes to the change process they can choose to handle the change with organization and proper planning or they can choose to implement the change without ensuring proper planning or implementation. Many theoretical models have been established to ensure that organizations have references to use when implementing change in an organization. Below Kurt Lewin’s change model will be explained and used to analyze the change that occurred several years ago at successful independent bookstore called Concord Bookshop. The Concord Bookshop is a 64-year-old independent bookstore in New England that underwent big changes. Kurt Lewin was a psychologist who studied change implementation. Lewin’s change model includes three phases the unfreezing, changing, and refreezing stage. The first stage in Lewin’s model is the unfreezing stage. In this stage the individual or individuals are proposing a process to change and have to provide the individuals affected with an understanding of why this change is necessary. Nancy Borkowski (2005) states that the unfreezing stage is when the, “workers involved in perpetuating resistance acquire an understanding of variances that exist between current practices and behavior and desires activities and behavior” (p.384). This stage did not occur during the...
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...Change Management Plan Life in the 21st century is all about change. People face change in some fashion in their personal and professional lives almost on a daily basis. How successful they are in both our personal and professional lives depend a great deal on how easily they can adapt to these changes. Organizations are also susceptible to frequent and oftentimes rapid changes. CrysTel, a telecommunications company, is just such an organization. CrysTel faces both technological and administrative changes regularly due to the telecommunication industry’s rapid and frequent advances. CrysTel employs 2,500 employees and offer products such as data cables, wireless solutions, and network development. (Apollo Group Inc, 2004) Successfully leading and sustaining change within this organization will require a great deal of planning and hard work from all levels of management and leadership. The term “survival of the fittest” (Apollo Group Inc, 2004) is aptly applied to the change process for organizations. Much like in ones personal life, those who are most fit or in this case the most adapt at leading and sustaining change will be the most likely to survive the necessary changes and emerge a stronger more successful organization. CrysTel has taken the first of many important steps required in being able to lead successfully and sustain change within their organization. CrysTel recognized the need for change created by external forces such as the technological advancements of their...
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...Customer Management System- Change Management and Communication Plan Jennifer Korzec, Vann McCray, Jude Sheats, Connie Werner-Hopkins MGT 311 November 24, 2013 Debra Black Executive Summary A major manufacturing company, found it imperative to institute a consistent and formal customer management system. A major concern when implementing a new system is change resistance. The A team consultants have identified a change management plan, including an effective communication plan, defining objectives for a smooth transition to the new customer management system. The problem is how to assist employees through this change with the objective to have minimal change anxiety for the employees’ so that a seamless transition to the new customer management system can occur. This can be accomplished through: * Management’s commitment to the employee success * Ensuring the right structures are in place * Building policies and procedures with employee input * Robust education on the system as well as the employees understanding of the need to stay competitive in a fast-changing environment * Clear, concise, and timely communication with the employees- using combined methods (face-to-face, e-mail and direct...
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...Planned Organisational Change Executive Summary Change management is essential if the introduction and implementation of a new process into the workforce is to succeed. Through an increase in injuries, plant downtime, equipment damage and multiple “notices of improvement” from the Department of Mines, a performance gap at Utah Point export facility was recognized. This performance gap was analysed and with the assistance of a gap analysis model a desired future comprising a safer, more efficient and profitable facility was identified. To ensure that this future can be achieved, focus was placed on both the factors pressuring for change and the major restraining forces against change. As already stated the high level of injuries to persons working at the facility along with the high costs associated with equipment damage and plant downtime were the foremost factors pressuring management for change. In contrast, the potential for resistance from some of the stakeholders to any change due to potential job losses or lost income defined the major restraining forces. Numerous options were considered to resolve this issue however the implementation of a drug and alcohol policy was determined to be the most effective solution. In order to ensure the smooth enactment of this procedure it was determined that all stakeholder parties should be involved in the design and implementation of the policy. In order to counteract any possible resistance to this change it is theorised that...
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...There are many different types of change management interventions that can be used to implement change into an organisation, or in this case, the organisation, ‘Office Tigers’. It is part of the change agent’s role to assess which one will be the most beneficial, taking into account the organisations ‘unique problems (Lee, 2012), environmental forces and workforce’ (Allen & Macklin, 2012, p. 22). This essay will look at three different change management interventions, employee stress and wellness intervention, reward systems intervention and goal setting intervention, and will then assess the strengths and weaknesses of each intervention, taking into account which one will be the best option for addressing some of the problems identified. The goal setting intervention, as the chosen intervention, will then be analysed, addressing what resistance may be expected upon its implementation at Office Tigers, the best way to overcome this resistance, and how to know if it the intervention has been successfully institutionalized into the organisation and as a result, has improved its performance and effectiveness (Cummings & Worley, 2008, p. 161). Analysis of selected interventions Each of the interventions that will be critically analysed are human resources (HR) management interventions. A HR management intervention aims to solve the problems created by HR issues. These issues revolve around ‘attracting competent people to the organisation, setting goals for them, appraising...
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...Organizational Development and Planned Changed Lashawnda Norris Everest University Online MAN 5285 Organizational Development and Change Dr. Jimmie Flores Organizational Development and Planned Change Organizational development is a set of planned-change techniques or interventions designed to improve organization effectiveness and employee well-being (Balzac, 2011). According to Worren, et al. (1999) stated: “change management is clearly broader than OD in that it includes a wide range of intervention strategies that may enhance human performance directly or indirectly, including process consultation, work restructuring, strategic HRM planning, and the design or development of information technology (IT) solutions (e.g., user interface design) A crucial feature of change management is that it is seen as only one component of a larger organizational change effort, the other components being strategy, business processes, and technology”. In many organizations, organizational development is primarily concerned with managing change in such a way that knowledge and skills are transferred to build the organization’s ability to achieve goals and solve problems (Cummings, et al., 2009). Worren & Ruddle (1999) states: “Organizational development places specific emphasis on the human resources and organizational culture functions. Talent must be attracted, retained and shepherded in order to achieve long-term success in an information economy. Companies...
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...Running head: IMPLEMENTING CHANGE PAPER Implementing Change Paper Aliyya Jones Leadership and Performance Development HCS/475 Brenda Lever, Instructor Monday, August 10, 2009 Implementing Change Paper Team members gather around in a small conference room as the manager states, a meeting is desperately needed in order for this change process to work efficiently. The room suddenly begins to fill with outburst such as, why does the company constantly change? Change is such a hectic process, who implemented the change without letting us know in advance? No one likes change, so why do it? Outburst such as these can be expected when change is involved; having a responsible, strong leadership could help ease the conflict. Implementing change involves a series of steps that a manager must go through in order to implement successfully to assure the team will achieve the company’s overall goal. Manager’s Role Within the company’s many departments each manager will have much responsibility and roles. The initial role is the understanding of the process transformation; “Transformation can be simply defined as a process of so fundamentally changing individuals and organizations that they more fully resonate with their own goals and the demands for a future, calling for a new set of expectations, behaviors, and organizational performance” (Porter-O’Grady and Malloch, p. 66, 2007). When transforming people and the department, the manager must be constantly...
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...Managing Change Initiatives: Fantasy or Reality? The Case of Public Sector Organisations Ebrahim Soltani University of Kent Business School, Canterbury, UK Pei-chun Lai University of Strathclyde Business School, Glasgow, UK Abstract It is becoming a commonplace statement that change initiative programmes are key tools to organisational long-term success. To this end, the last two decades have witnessed a surge of interest in the take-up of various change initiative programmes. Organisational change initiatives, we are told by many commentators, can maximise shareholder value (i.e. economic value theory) and develop organisational capabilities (i.e. organisational capability theory). Specifically, in recent years, as companies have been confronted by the conditions of heightened competition, globalisation, advancements in communications and information technologies, economic recession and simultaneously search for excellence, so the desire to take up change initiatives has interested the majority of leading organisations. At the same time, however, the analysis of the prospects for the majority of change management tools reveals so many deep-seated barriers to change with the consequence of little success in practice. This paper explores this apparent contradiction, arguing that, despite a heightened interest in the take-up of change initiatives, very few change programmes produce an improvement in bottom-line, exceed the company’s cost of capital, or even improve service...
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...Organizational Change: Managerial Influence Tactics and Leader–Member Exchange Stacie A. Furst University of Cincinnati Daniel M. Cable The University of North Carolina at Chapel Hill The authors explored the relationship between managerial influence tactics and employee resistance to organizational change. Using attribution theory, the authors developed a series of hypotheses concerning the effects of influence tactics on employee resistance to change and the ways in which these relationships are moderated by leader–member exchange. Results, which are based on multisource data, suggest that employee resistance reflects both the type of influence a manager uses and the strength of leader–member exchange. Keywords: organizational change, influence tactics, leader–member exchange, attribution theory Organizations are cooperative systems that rely on the willingness of members to behave in ways that support the organization (Barnard, 1938). However, people’s personal goals often differ from those of the organization, and a primary responsibility of managers is to persuade members to direct their efforts toward organizational goals (Cyert & March, 1963). The importance of employee cooperation may be particularly salient during organizational change—when an organization sets out to establish conditions that are different from the current conditions (Ford & Ford, 1995; Robertson, Roberts, & Porras, 1993). As the primary link between the organization’s change strategy and the...
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...proper leadership and correlate this to other OD issues such as, no cooperate strategy, no vision or mission and cultural barriers within the organisation. Several known models and strategies were use to select the appropriate intervention and relevant methods for implementation. The intervention and implementation strategies are categorized to match appropriate management of change techniques such as, hard and soft, for a better transition of change within the organisation. The methods of communicating change were also systematically defined to channel only the appropriate contents to the organisation. Strategic SMART recommendations were outlined as short, mid and long term goals to accomplish the objectives of the organisation. Additionally, as part of the recommendations and any OD strategy, there should be a measurement and monitoring system built into the strategy. This will provide continuous feedback for sustainable growth and improvements within the organisation, to match the external environment. Introduction Schein (1965) used the concept of linking an organisation’s ability to cope with change and adapt effectively, to lock the relationship between Organisational Development (OD) practitioners and...
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...more cheaply than the competitor can mean the difference between maintaining market leadership and barely surviving (Davila, Epstein& Shelton, 2006). To regain its long held standing as a leader in the snack industry Best Snack, Inc must implement a plan that focuses on creating a culture that cultivates innovation, developing management systems that are aligned with the new strategy, and creating a new product line that will bring the company back to the forefront in the snack industry. Describe the Situation Issue and Opportunity Identification Best Snacks, Inc has been a leader in the snack industry for many years. As the snack industry began to change to meet the demands of a consumer market that is more health conscious, Best Snacks has failed to meet the challenge. Best Snacks has been slow to adapt to change and stray away from its tried-and-true research, development, and marketing activities (University of Phoenix, 2006). The complacency of Best Snacks, Inc has caused it to have falling sales and stock prices. Successful organizations tend to become complacent and conservative in order to preserve their core competencies (Davila, 2006, p.239). Best Snacks, Inc has an opportunity to evaluate its current strategy and develop a new strategy that is conducive with innovation and creativity. The lack of innovation at Best...
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...AND CHANGE MANAGEMENT |CONSULT IN EUROPE - LDV project n. 2006 FR/06/B/P/PP-152533 | | | |This project has been funded with support from European Commission. This publication reflects the views only of the authors, and the | |Commission cannot be held responsible for any use which may be made of the information contained therein. | MODULE N°4 RESTRUCTURING AND CHANGE MANAGEMENT INTRODUCTION With rapid changes in economic and technical environment, the firm must be ready to cope withperiod of organisational transitional. Organisational change generates new management issues and managers have to anticipate their strong repercussions since the beginning of change process. The main objective of this module is to give to the future consultant the tools necessary for internal adaptation to restructuring imperatives and managing the change process. This training course is organised over 5 days of 6 working hours facilitated by a trainer whose professional experience will enrich and develop practical insightsinto theManagement Consulting sector. LEARNING OBJECTIVES This training programme addresses the needs of experienced employeeswho must know about the main issues linked to organisational change management. In order...
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...ORGANISATIONAL CHANGE Introduction Resistance is a common reason for the failure of change initiatives. The subject is thus of extreme importance to management. This paper explores the contention by King and Anderson that a common theme in defining resistance is “a naïve and managerialist assumption that resistance is counter-productive – even irrational – behaviour which needs to be overcome” with an emphasis on organisational change. It begins by looking at organisational change and its managerialist perspective and then examines resistance in an organisational setting. It ends with suggestions on how resistance to change should be managed by organisations. What is organisational change? Organisational change can be described as the transformation of an organisation from a current state to another, desired state. In all definitions of change there is the emphasis on the alteration from one state to another (Goodman and Kurke 1982). This process can be either structured or unstructured and can be either incremental (an improvement on an existing state) or transformational (a total transformation to another state). Organisations themselves have been defined as “social arrangements for the controlled performance of collective goals” (Huczynski and Buchanan 1991) and Rogers (1962) defines change as an alteration in the structure and function of a social system. While no consensus exists as to why organisations change (Hughes 2010), it is generally accepted that change is an inescapable...
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...provides examples of faux change and superfluous change. Within this discussion, these areas of change context are considered and evaluated with regard to how they may be identified and resisted. The report also defines and evaluates organisational change and the frameworks within which it may be undertaken. The impact of change is discussed and is followed by an analysis of resistance to change and the factors that may enhance or weaken it. The report then focuses on force field analysis before concluding with the point that although change may be seen as being inevitable, it must be carefully considered and strategically planned and justified before being implemented. Table of Contents 1.0 Introduction 1 2.0 What is Organisational Change? 2 2.1 Definitions of organisational change 2 2.2 Frameworks in which organisational change can be undertaken 3 3.0 Faux Change and Superfluous Change 4 3.1 Faux change 4 3.2 Superfluous change 4 3.3 Case study examples 5 4.0 Impact of Change 6 4.1 Organisational culture and change suitability 7 4.2 Resistance to change 8 Conclusion 9 References 9 1.0 Introduction This report is concerned firstly with organisational change and then with the extent to which a change may be necessary and whose interests may be served by a change process. The case study which provides the background and scenario for the report has two examples where change is instigated by an incoming manager but this change is either not necessary...
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