The Structure and Function of the Change Management

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

By studying the change management theories, techniques, and leadership styles to make managing changes successfully, it is necessary to attend to the wider impacts of the change.

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

The need to quickly implement far-reaching and often complex strategic change has led many managers and change agents to search for simple solutions and the one right way.... The appealing aspect of the promise held out for these types of change technologies is that they can absolve the manager from the onerous task of critically reviewing the full range of other competing approaches or devising a custom-made change program. They cut through complexity. However the offer is often illusory, for particular change approaches usually apply to particular situations, and simple solutions sometimes ignore the complexities of real life.

Soon after my departure from Unicef, I started working with a consulting firm that was having difficulties with their human resource outsourcing and recruitment department as it was losing clients and revenues for 3 consecutive years. I was tasked with evaluating, proposing and implementing changes that would result in a restructured department and greater synergy in order to render the department solvable. The challenge in itself was quite valuable and I was grateful for the opportunity. I had never implemented changes within an organization before however I had participated in organizational change and had always understood the reasons and had never resisted the changes. I came into the organization with a positive attitude and with a bit of naivety, excited with the idea of digging into the issues and changing things around. At the time I was not yet introduced to the different change management models that would have provided a better understanding of the logic behind employee resistance to change. Consequently I believe that the board and I were ill equipped to understand and process employee reactions. Thinking back, Elizabeth Kubler-Ross’s Five Stages of Grief and Loss would have been a great tool to have as it perfectly depicted the challenges we had encountered.

New consultants are hired to help Riordan Manufacturing in creating a processing for monitoring client’s information that would involve all workers to utilize the same client’s administration process. In part one of this project the consultants would require evaluation of the organization’s intranet site and verification of information. This process would help them in creating an improved administration plan which would consist of many components. For example, proposal of a plan to help execute changes during the upcoming year and clarification of the evaluation processes while ensuring the modification plan is completed. In the second part of this project, the consultants will make a reference to a communication tactic for the proposed

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 Change Management process is a planned approach to manage changes, from an organization point of view and at individual level. A specific scenario can be considered in order to define the change management for my project. For example; considering the situation, that been a Project Manager, I decide to leave the organization and is suppose to serve a notice period of 4 weeks. However, the project plan, project schedule, project resource allocation, budget and statement of purpose are already in place. In this situation, the documentation will be required to be revised, make changes to the project schedule and project resource sheet. The project budget may also change depending on the current person who is taking over. The basic step in the process is to identify who is the right fit and has the right attributes to fill the role of the Project Manager from the existing project team. Based on my analysis, the person may not be in our organization since this is a fast pace project and all the resources are pre-occupied in their own tasks. Therefore, the two possibilities are as follow; firstly, to use internal Project Manager from a different project in the organization if he/she is available and can contribute to the project. Otherwise higher a new Project Manager that has experience with similar application. Budget impacts can be based on the current salary of the replaced person. The man-hours to train the project manager plus the time required learning about the

To thrive, companies not only must identify the right new strategy, but also must push it out quickly so it reaches all levels of the organization. Often, however, a strategy that seems perfectly logical at the top falls victim to emotional and cultural booby traps below.

IT projects which have a clear definition for the process, such as planning, implementation and monitoring, are more likely to achieve project success (Goatham, 2009; Queensland Government, 2014), and this is called ‘process improvement’ (Goatham, 2009).

Change in the words of Wong (2007, p.195) "may consist of policy changes, new requirements, reorganizations, new management, budget cuts, or a change in business plans." As the author further points out, these changes could either be systematic or sudden. Changes are largely inevitable. In projects, changes according to Meredith and Mantel (2009, P.167) could be caused by three things; errors in initial assessments, receipt of new info regarding the ongoing project, and project environment changes. In some instances, a manager could encounter some behavioral alterations on the part of team members as they encounter change. The said alterations in this case could be as a result of the different responses people have to change. For instance, as Wong (2007) notes, while there are those who may be curious to learn more or view the possibility of change as an opportunity, others could either be suspicious or skeptical about the possibility of change. There are also those who might be concerned that the said change could have a personal impact (negative or positive). Thus just as change is inevitable in most cases, so are reactions to change. The said reactions or behaviors in this case could be positive or negative. Negative reactions could include but they are not limited to disorientation and disengagement. On the other hand, positive behaviors include enthusiasm, enhanced interest to know more, and devotion. Disengagement is in basic terms the loss of

The aim of this study is to look at the thought and follow of change management in SMEs and to appear at the criticalness given to the correspondence as a change management tool in these associations. To attain this purpose, the researcher critically reviewed the relevant pedantic literature on the topic. The section displays that literature review that supported the research in theoretical and hypothetical understanding of the subject alongside setting the heading of the study in accordance with the course gave inside the past studies.

As organization evolve, changes are inevitable. At CSAA insurance group, change is necessary to support selling, marketing and management strategies (Hallenbeck, 2015). The leadership team at CSAA has identified an opportunity to refine how sales production is tracked by their sales agents. Implementing new processes to support fiscal responsibility is important as it will serve as a foundation for successful goal achievement for the organization (Hallenbeck, 2015). This document will provide details of the change needed to track sales production, outline the change management model and discuss plans if resistance is given by team members.

In this paper, I am going to critically discuss a few examples of organisational change which I have personally experienced while completing a summer internship in an international logistics and transport company called UAB Transimeksa. The main purpose of this essay is to analyse the experience of organisational change management in relation to applying multiple perspective theories and models which will help critically evaluate and present reasoned arguments of effective change management. In doing so, this paper will be divided into three parts. The first and second part will focus on reviewing my experience of organisational change related to two different themes which are change leadership and organisational culture. The third part of

1.1 The analysis must include consideration of two current schools of thought on change management and how they have contributed to organizational change