The Importance Of How Organizational Changes Used Through An Organization

2. Meet with employee representatives and collect the suggestions from them about what dimensions of communication the employees are consider more important.

The primary two reasons for having an assessment of implementing change is to have proper data and analysis so that the change can grow from an idea to a proper implemented procedure. The different sources of data that are collected will be useless until they are properly analyzed with respect to projected changes. Therefore, it is important to focus on data collection, analyzing, and summarizing to form a proper decision on changes that are appropriate. A properly analyzed and planned implementation of change will be strong against any resistance, identify areas where there might be potential problems, and will help develop strategies to begin the process of identifying

Q3. What are the likely keys to success in motivating these individuals to cooperate and communicate as a team?

At the beginning, I want to let them be aware of this initiative as soon as possible, so my first 3 choices are to issue e-mail notice, walk the talk and hold town hall meetings，and I thought that would be a good way to start. But result is not good at all, no one seems to be affected, at that moment I noticed how difficult it is to bring a change into the company, no one wants to move from

a. Your approach to addressing the problem at hand (for example, specify the systems development life cycle or whatever approach you plan on taking).

Change management is relevant as though the research finds that change is taking place at an ever-increasing pace, the evidence suggests that most change initiatives fail. For example, recent CIPD research suggested that less than 60% of re-organisations met their stated objectives which are usually bottom line improvement. This is consistent with other published research.

Collecting and analyzing data after the change has been implemented and comparing to previous data will determine whether the change has had a positive or negative impact on the organization. “Questionnaires are often the first method used for collecting information from an organization” (Borkowski, 2005, p. 371). Questionnaires are easy to use and can be administered to large groups and are anonymous. Borkowski (2005) states, “The construction of a questionnaire with an appropriate scoring scale is critical to the ability to effectively analyze the data” p. 371. Creating open-ended questionnaires would result in a variety of responses making it almost impossible to analyze. The questionnaires have to be accurately crafted to produce the correct responses needed for accurate and useful information. “Such expertise is needed because it is important to understand the statistical properties of sample size, power of results, and scale construction, as well as creating a nonbiased instrument” (Borkowski, 2005, p. 371). The downside to using questionnaires is that not every one fills them out, leading to poor results, and not enough data to effectively analyze the results.

Companies recognize that acquiring a new customer can cost thousands of dollars. Therefore, to optimize their marketing spend, businesses are searching for answers within analytics to drive their customer acquisition strategies.

The merging of public expectations into a business model is not just about implementing change in an organization. It's about recognizing that change is for a reason of improving the wider social or community benefits and integrating bottom line profitability potentials. To make this happen, there has to be a blending of these values such that both elements of the new organization are realized an effort that is only now just beginning to happen (. Many organizations seem to want to achieve this goal even if it means moving their operations into the field of chaos where innovation gets to mix with opportunity.

In this dynamic business environment, change is inevitable. Changes can be planned, or unintentional: depending on the driving forces behind. The major forces for change can be derived from the nature of the workforce, technology, economic shocks, competition, social trends, and world politics (Robbins & Judge, 2011). In this post the author will explain the Kotter’s eight –step approaches to managing organizational change and discuss how his company handles the planned changes in term of organization reconstruction.

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

3. Step back and take a big-picture view of the sort of "change process" that would accompany your

According to Cummings and Worley (1997) there is a five-phase process for managing change, including: motivating change, creating vision, developing political support, managing the transition, and sustaining momentum. Motivating change involves creating a work environment that embraces change and developing approaches to overcome any resistance to change. The general guidelines include: enlightening members of the organization about the need for change, expressing the current status of the organization and where it should be in the future, and developing realistic approaches to change.

Once a comprehensive understanding is established phase two, development, begins. Using a combination of behavioral methods taken from the field’s psychology and sociology, a change strategy is created. Using data acquired during assessment, changes can be presented as being compatible and beneficial to the organization’s values, norms and current practices. Phase three, implementation, is the process of executing change strategies within the organization. Unknown to organizational members, implementation occurs prior to an HIS installation. During implementation a step by step procedure is established, creating a framework of standards, work processes, and resources that ensure the majority of an organization’s functions are included. Phase four, reassessment, typically occurs six months following HIS installation. Reassessment requires the same data, collection methods, and measuring standards are used. Reassessment helps determine HIS individual ease of use and overall system

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