Organizational Change Is Significant To An Organization

everybody in the organization knew that the change had commitment from the very top. I

Many employees are still at the resistance and conditional acceptance stages of transition. Firstly, I need to personally reach a state of buy-in before attempting to win others. I can seek to re-open closed communication channels and ascertain all the benefits associated with the new modus operandi. I particularly like the idea of having “transition forums” to drive consensus, and even now believe my team needs to be more engaged around a clearly defined common goal.

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of

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.

After reviewing and researching the literature with respect to organizational changes, I have come to the conclusion that organizations have always changed. When everything in the world is changing, organization cannot remain islands. They must change to face new challenges. Bolman and Deal (2008) claim organizations have changed about as much as in past few decades as in the preceding century. Bolman and Deal (2008) claim means that the change organizations have experienced in the last decade are almost similar to those they experience in at the end of the twentieth century.

Change has become necessary for every organisation there is. World is moving rapidly towards better technologies, efficient systems, new techniques, compact profits, different friendlier environments and organisations are always in the race to reach new heights by thriving effectively in this competitive environment (Kotter, 1996).

Working with children takes a certain level of adaptability in itself, but, working with children in a company that has absolutely no structure is a framework for disaster. However, planning for a process or a process-driven change intervention and task alignment for many companies have yielded successful results. For example, Jon Meliones, the hospital's chief medical director, was intricate in the three year turnaround and transformation at Duke University Children's Hospital

Now, it is time to pass along that enthusiasm to other members. The idea is for others to become motivated and excited about the possibilities of change as well. The authors were able to clearly express this by encouraging others to become involved in the changes that were going to impact everyone on

From the issues raised in the section above, it can be seen that change is complex and there is not a single solution. However, a number of key areas of focus emerge.

Currently, at HonorHealth, there is a resistance to the modification of the staffing ratios; this was reduced to the corporate team of HonorHealth. The other change that has also occurred is the policy changes along with the creation of new ones; therefore, showing that some are improvements that were done and that some are not.

In order to survive and prosper in a rapid changing environment of business world, organization is often required to generate fast response to changes (French, Bell & Zawacki, 2005). Change management means to plan, initiate, realize, control, and finally stabilize change processes on both, corporate and personal level. Change may cover such diverse problems as for example strategic direction or personal development programs for staffs. In this

In order to accept the change and contribute to making the change successful, people need to understand how the changes will benefit them. Not everyone will fall in line just because the change is necessary and will benefit the company. This is a common assumption and pitfall that should be avoided.

Many companies emphasize a culture of continuous improvement. While never being satisfied with the status quo can drive

Refreezing. An organisation can refreeze once changes have been implemented and people have accepted the new ways of doing things. After the refreeze a new and stable organisational chart and other core documents can be published. Managers must monitor that changes are being used at all times until they become a part of the normal everyday routine. Employees will then become comfortable and confident with the new methods. Reaching this future state and refreezing is important as it gives staff a sense of stability. It will also ensure they are motivated to tackle future changes with confidence that results will be successful and beneficial to them (Mind Tools, n.d.). Useful strategies during this stage include (Young, 2014):

Many other approaches could be used by the organization in order to bring changes. But in