Managing Change

Businesses are facing a dichotomy between wanting to chalk out an all-time structure and strategy for their organization, and recognizing that their world is in a constant state of flux [3]. For most of the 20th century they were largely focused on the static elements of this dichotomy. However, in the last decade changes have become more frequent and more dramatic, so much so that a whole branch of management is now devoted to the subject of change itself.

Discuss the six images of managing change and how each can effect an organization. These points will come from Chapter 2 of the textbook, p.27-33.

There are many reasons that change can or must occur within and organization. The key will be in understanding the organization and the prospective change. According to Mangundjaya (2015) "there are many variables that can influence the success of organizational change, such as the content of the change, the process of the change, individual characteristics, leadership, external environment and organizational context" (p. 67). Organizational change has the potential to successfully align an organization with its goals or completely derail any future success and progress. It is important that the organization takes the proper steps to prepare for, implement, and evaluate change.

In order to manage change a manager needs to understand innovation and change in an organisation

Change is an ongoing and never ending organizational process. Change is often planned because of conflict between the desired and actual state of affairs. Conflict may arise because of difficulties in reaching performance goals or because new goals have been created (Sullivan & Decker, 2009). Making these changes in the workplace is stressful for everyone involved including the staff, the management, and the consumer. The role of the staff is vital for the change process to be smooth and the staff may be resistant to the changes, causing a systematic breakdown. It is the

Positive or negative, change can be challenging to manage because employees need to be on board and be obliged to make necessary changes as well as adjust his or her work habits. When implementing change, a manager may run into numerous obstacles from resistance from the staff to morale issues. This is primarily caused by a lack of understanding by the employees and a fear of how the change will affect him or her directly. Implementing change within an organization can be extremely difficult without a manager who understands d his or her role and responsibilities. This could be the deciding factor of whether or not the

Leading and managing change require a solid theoretical foundation. This assignment will research the theoretical elements of change and change management. Addressed will be the following: Organic Evolution of Change, Formulating Strategic Development Approaches, Leadership and Management Skills and Gathering and Analyze Data. As societies continue to evolve and changing demand creates the need for new products and services, businesses often are forced to make changes to stay competitive. The businesses that continue to survive and even thrive are usually the ones that most readily adapt to change. A variety of factors can cause a business to reevaluate its methods of operation. According to literature from the past two

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

Martha S. Feldman a theorist discusses organisational change in her paper. She sees emergent approach as the right way to perceive organisational change. Furthermore according to her the organisational internal dynamics i.e. routines and norms of its employees, managers and other workers is the area that should be targeted for change (Feldman, 2000). She elaborated that every organisation has capacity to change itself for betterment but what is crucial is it should be taken naturally and slowly. She emphasized that organisation should be focusing on micro level internal

The following critique is written for the reflection review of change management. The report proceeds with a review of each question that was assigned as well as presents a brief exploration of my experience and ideas that were acquired from taking change management classes.

1.1 Change management is described by Armstrong (1) as “the process of achieving the smooth implementation of change by planning and introducing it systematically taking into account the likelihood of it being resisted”. Change, the fundamental constant in any successful organisation, can be adaptive, reconstructive, revolutionary or evolutionary and can happen for a number of diverse reasons:

Change is a common thing that happens all around us on a daily basis sometimes even without us noticing. It can range from family level to international levels, likewise in time frame it can happen on a daily basis, a monthly, yearly or even a decade. In the words of Senior & Fleming (6) Change can be simply defined as process of moving from one state to another. It is this transition that creates distress to the people due to fear of the unknown. We can not stop change but rather we can only manage it. So then what is change management?

The studies reviewed revealed that driving forces for change, there was separated into internal and external forces. The internal forces come from the inner company, business or organisation whilst the external forces are at macro level where business don’t have much control or influence.

The difference between how change is handled in an organization can be described in two metaphors. Calm water looks at change in business as if you were on ship crossing a calm sea and only the occasional storm would disrupt your journey. In the calm waters metaphor change is seen as the occasional disruption in the normal flow of events. White water rapid metaphor describes change as a group of people trudging through white water rapids that has never worked together before; to add to the challenge they are doing this at night time. White water rapid describes change that takes place in uncertain and dynamic environments. The stability and predictability of calm water metaphor

An environment in which change may be the only constant is a challenge to every organisation and manager alike (Hayes, 2007). The need and pressure for change being consistent, it is crucial