The Role Of Change Management On Success Or Failure Of An Organization

The key to effective change is identifying how different people perceive and adapt to change at all levels. Change management can be described as the development of new methods to improve the way in which an organization does business. I believe that change is the most important element in successful business management today. There are three ways of dealing with change: resisting, following, and leading. From my experience as a manager, you should always embrace a leadership role in managing change and understanding different approaches to change and why some individuals seem more receptive than others. One of the most important things that a manger can do is to alter/improve communications to leverage different

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).

In order to examine this issue further, this research will look at a number of different sources. Contemporary managerial sources are explored in order to understand how other voices in the field are describing similar methods for change. First, popular structures for change management are examined, especially within their correlation to Palmer & Dunford (2009). This is followed with an extensive

Another main problem is how to break down the resistance to change from stubborn employees. Business may miss the point that it is the people who develop the idea to change who are the most enthusiastic about it. Senior executives aren 't more adaptable than lower level employees. The real problem is that ownership is at the top.

FP International is a privately held company with 550 employees worldwide and over $100 million in annual sales in 2005. FP International manufactures packing products such as bubble, air cushions, Kraft paper cushioning and ready-to-use products, polyethylene foam, loose fill made of 100% recycled polystyrene or cornstarch and Kraft/bubble mailers (About FP International, 2007). Arthur Graham is the founder and president of FP. Graham started the company in 1967; it was called Free-Flow Packaging International at the time, which later was changed to FP international.

Change Management, if implemented well, has the ability to make transitions positive, possible and profitable. It goes without saying that change is a part of life. From the moment we are born until the moment we pass away, change is occurring in us and around us. That being the case, it needs to be clearly stated that organizations, companies and institutions are much like individuals. No organization is able to exist without the people that work within their walls or the clients that utilize their services or products. If change is inevitable and constant

ABSTRACT It can be argued that the successful management of change is crucial to any organisation in order to survive and succeed in the present highly competitive and continuously evolving business environment. However, theories and approaches to change management currently available to academics and practitioners are often contradictory, mostly lacking empirical evidence and supported by unchallenged hypotheses concerning the nature of contemporary organisational change management. The purpose of this article is, therefore, to provide a critical review of

They are being forced to engage in areas of the business, that they may have never experienced or have the skill level to take on. Each organization needs to make sure to incorporate the value of personal development for all managers, allowing them to be equipped and prepared to manage change as well as to take on their leadership roles. Knowing how to lead and motivate employees through their workplace is a crucial part of the larger scope of change management and leadership development. It’s paramount to recognises that leadership and change management skills are not exclusive of each other. Leadership is especially important in senior management positions, whereas each level of change management can range from senior, middle and junior managers. By effectively planning and controlling your organization’s human capital and processes for which they are responsible, change managers can provide a positive and professional environment.

Change is in our life. In your working life, a new manager can change the way you have worked all of your working life. In your dairy life, just raining can make you change your all day plan. Organisations also cannot escape from change. Organisations are forced to change by both internal factors such as a new person in managerial position, the desire to develop the employees’ performance, and external factors such as technology, globalisation, the desire of clients, and the business competition (Alvesson and Sveningsson, 2008, p. 14, Hodges, 2016, pp. 15-20). An organisation seems to be as a small society where consists of many people in different tasks of jobs and these people are from different background. However, all these people have to work together and they are important mechanisms that drive the organisation to achieve the organisational goals. Thus, organisational change inevitably involves people in all level of the organisation. The organisational change always comes along the employees’ resistance. The employees tend to think about the impact of change on them. Will they get benefits or troubles from the change? Will the results of the change be the same as the managers inform? Understanding why the employees resist change will lead to the successful organisational change.

A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory.

     Companies and organizations are changing continually to be more efficient in what they do. Change is not always readily accepted. Many people like to stay where they are and become comfortable with their current position. Business writers and managers have stated that unless organizations continue to change, they will become stale and inefficient. There have been many change management initiatives such as Total Quality Management, Six Sigma, and the Japanese Kaizen. Although these initiatives carry different names and slightly different processes, they all have a few elements in common. The most important elements for successful change management, as emphasized by the course text Human Resources Management in

Organizational change is inevitable and it is important for companies to embrace and implement change without suffering severe consequences. Change can occur for several reasons, but first let’s discuss two different categories where change comes from. Change has two drivers: external and internal. Things such as laws, demographics, competition, or the economy drives external change; while internal change is driven by internal factors such as new management systems, increase in morale or the implementation of new technology. People naturally fear change and most will resist it. In order for a company to transition smoothly, it will need to do extensive planning from beginning to end. There are several steps a company can take to make the adjustment easier, starting with managing the change appropriately.

It is also critical to understand that change within an organization can be both internally and externally generated. As such, the approach towards organizational change management seems to be varied and the

Change management is the process of continually renewing an organization’s mission, structure and capabilities to serve the needs of external and internal culture. At the operational and strategic level of continually successful organizations, the change manager should have no doubt about the organization’s ability to identify where to focus energy or how to manage the change required to reach its potential (Palmer, Dunford, & Akin, 2009). In regards to the importance of the organizational change, effectively determining its catalysts is a defining management skill. Organizations need to be sensitive to the need for change to thrive (Readers ' Forum, 1996). Present and future needs inside and outside an organization are consistently evolving. The organization management structure must have a clear and profound understanding of change catalysts and have the ability to respond to the catalysts on a priority basis (Greve & Taylor, 2000).

We suggest that, change efforts are influenced by content, contextual, and process issues as well as the individual differences that exist among the change targets. Identifying the nature in which these factors interact will add to the understanding of employee responses to change and ultimately, aid management in accomplishing one of the most important goals of any change effort, ensuring employee commitment to change. Factors influencing organizational change success Content issues Content issues refer to the change being implemented and are specific to each organization. Typically, these changes are described as either fundamental or incremental change, although researchers often use slightly different wording. Fundamental change often occurs in an attempt to meet environmental demands such as increased competition or new government regulations. Reger et al. (1994, p. 32) describe fundamental change as “actions that alter the very character of the organization.” Incremental change, on the other hand, is often a step-by-step movement toward an organizational ideal. Management may attempt to fine-tune or adjust current operations to meet future goals. Similar to fundamental and incremental change, organizational content issues have also been characterized by episodic or continuous change. Episodic change is infrequent and intentional. Typically, management introduces change in an attempt to correct the misalignment between the current state of operations and the