Change Management in Organizations

This article discusses the importance of change management in organizations and how it can be implemented successfully. It covers topics such as the role of communication in change management, the choice of change agents, and the resistance to change. The article also provides citations from various research papers and articles to support the arguments presented.

Running head: CHANGE MANAGEMENT IN ORGANIZATIONS
CHANGE MANAGEMENT IN ORGANIZATIONS
Name of the student
Name of the university
Author note

1CHANGE MANAGEMENT IN ORGANIZATIONS
Topic 2
Van der Voet (2014) stated that organizational changes helps in maintaining the efficacy
of the functions in order to sustain in the competitive markets. The capabilities of the
organizations support their initiative of undertaking relevant changes in the performance of the
businesses. However, there are different instances where the organizations are defined through
metaphors as per the changes that are undertaken by the same. While defining my own
organization, I can use the term “my organisation is like a well-oiled machine”, as the changes
that are planned by the same are supported through the workforce. The well oiled machine
denoted the smooth operations of the organization while operating as per the objectives of the
same. The changes that are undertaken by the businesses helps in upholding the productivity and
profitability of the venture. Hechanova and Cementina-Olpoc (2013) stated that the smooth
operations of the business processes are dependent on the change objectives and the manner in
which the management implements the change through proper communication and coordination.
Citations
Van der Voet, J., 2014. The effectiveness and specificity of change management in a public
organization: Transformational leadership and a bureaucratic organizational structure. European
Management Journal, 32(3), pp.373-382.
Hechanova, R.M. and Cementina-Olpoc, R., 2013. Transformational leadership, change
management, and commitment to change: A comparison of academic and business
organizations. The Asia-Pacific Education Researcher, 22(1), pp.11-19.

2CHANGE MANAGEMENT IN ORGANIZATIONS
Topic 3
Arrigo (2012) stated that the change that are planned by the businesses are exposed to
different issues relating to the lack of change readiness among the chief stakeholders and failure
of change processes. The different issues that are encountered by the organizations are based on
the lack of proper communications with the employees of the change that is planned by the
businesses. Communication is one of the early stages that must be considered by the
organizations while undertaking a change in the processes ass it helps in increasing the amount
of coordination among the employees towards the common goal. The choice of the change
agent plays an important role while designing the organizational change. In this connection, the
choice of the change agents is basically the management and the responsible stakeholders who
helps in assisting the change. The employees are targeted to be the group for bringing forth
change in the organizational context. Guercini et al. (2014) stated that lack of proper
communicational measures affects the change readiness among the employees which results to
resistances from the side of the workforce towards the change that is designed by the business.
Lack of suitable communication mediums in the organizations affects the coordination and
integration of the workforce towards the common goal of the business to induce modifications in
the processes.
Citations
Guercini, S., La Rocca, A., Runfola, A. and Snehota, I., 2014. Interaction behaviors in business
relationships and heuristics: Issues for management and research agenda. Industrial Marketing
Management, 43(6), pp.929-937.

3CHANGE MANAGEMENT IN ORGANIZATIONS
Arrigo, E., 2012. Alliances, open innovation and outside-in management. Symphonya. Emerging
Issues in Management, (2), pp.53-65.
Topic 4
The different resistances that are experienced by the management of our organization are
dependent on the lack of change readiness among the employees, which was the result of
insufficient communication. Florea (2016) stated that the resistances that are offered by the
workforce are based on the lack of proper communication from the side of the management of
the organization and negotiations to identify the different concerns of the employees. I
experienced the change as a part of the management while our management team decided to
implement automated systems in the processes. I worked in the company as a manager and
thereby my function was to communicate the change to the employees and thereby negotiate on
different terms of intersest for the safe implementation of the change. However, if the process
were reversible I would have taken steps to communicate with the employees and thereby
facilitate the involvement of the same while planning the growth process of the business, which
will result to a sustainable future. Stoica, Popescu and Mihalcioiu (2012) stated that proactive
involvement of employees in the business model facilitates the same in upholding change in the
internal processes more dynamically. Therefore, I would have taken steps to categorize the issues
that might be encountered by the employees through the change in the processes through
communication and mitigate the concerns in order to promote successful implementation of the
change.
Citations

4CHANGE MANAGEMENT IN ORGANIZATIONS
Stoica, C.G.S., Popescu, D.M. and Mihalcioiu, V., 2012. Resistance to change on the
organizational level. Valahian Journal of Economic Studies, 3(2), p.115.
Florea, R., 2016. Change Management and the Role of Leadership in Facilitating Organizational
Change in Corporate Takeovers. European Journal of Economics and Business Studies, 4(1),
pp.68-72.
Topic 5
Automation of the billing systems is one of the major changes that are planned by the
business in the recent years. The strategy is based on the view of minimizing the different human
centric errors that might affect the integrity and brand name of the organization while billing.
The strategy was aimed at perfecting the activities of the organization and thereby cut off
different operational costs that are incurred by the business through payrolls of the human
workforce. Röglinger, Pöppelbuß and Becker (2012) stated that the safe imposition of the
changes in the organizational context are based on the profitability and productivity of the
business firms. However, the organization failed to recognize the resistances that might be
encountered by the same from the side of the employees due to their fears of losing their
employability. The organization chiefly underestimated the involvement of the employees in the
processes of the business operations, which was affected through the change that was devised by
the firm. Pulakos et al. (2015) stated that the lack of identification of the issues that might be
faced by the organization while designing a change strategy might affect the implementation
process of the same.

5CHANGE MANAGEMENT IN ORGANIZATIONS
Citations
Röglinger, M., Pöppelbuß, J. and Becker, J., 2012. Maturity models in business process
management. Business Process Management Journal, 18(2), pp.328-346.
Pulakos, E.D., Hanson, R.M., Arad, S. and Moye, N., 2015. Performance management can be
fixed: An on-the-job experiential learning approach for complex behavior change. Industrial and
Organizational Psychology, 8(1), pp.51-76.
Topic 6
Avey, Wernsing and Palanski (2012) stated that the changes planned by the businesses
are supported through the active participation of the employees in the modifications. Throughout
the unit, I have encountered different issues relating to lack of proper communication, which has
affected the employee involvement. It affected the organization through failure of the process
implementation of the change that is designed by the organization. It has helped me in
identifying the different constrains relating to the lack of proper communication. Suitable
management of organizational change is dependent on the communicability of the change
inducer (management of the organization) with the employees, which helps in maintaining the
proficiency of the operations. The best thing of management that resonates with me the most is
the idea of suitable communication, which emphasizes on the proper functioning of the business.
While implementing organizational change in the future I would like to facilitate proper
communication with the employees in order to encourage their involvement in the modified
venture. Høyrup (2012) stated that the contribution of the employees in the business processes
assist in upholding the proficiency of management while working on different modifications.
Therefore, the induction of “open Door Policy” will be helping the management in identifying

6CHANGE MANAGEMENT IN ORGANIZATIONS
the issues that are faced by the employees through the change and mitigate the same in order to
facilitate the smooth functioning.
Citations
Høyrup, S., 2012. Employee-driven innovation: A new phenomenon, concept and mode of
innovation. In Employee-driven innovation (pp. 3-33). Palgrave Macmillan, London.
Avey, J.B., Wernsing, T.S. and Palanski, M.E., 2012. Exploring the process of ethical leadership:
The mediating role of employee voice and psychological ownership. Journal of Business
Ethics, 107(1), pp.21-34.

7CHANGE MANAGEMENT IN ORGANIZATIONS
References
Arrigo, E., 2012. Alliances, open innovation and outside-in management. Symphonya. Emerging
Issues in Management, (2), pp.53-65.
Avey, J.B., Wernsing, T.S. and Palanski, M.E., 2012. Exploring the process of ethical leadership:
The mediating role of employee voice and psychological ownership. Journal of Business
Ethics, 107(1), pp.21-34.
Florea, R., 2016. Change Management and the Role of Leadership in Facilitating Organizational
Change in Corporate Takeovers. European Journal of Economics and Business Studies, 4(1),
pp.68-72.
Guercini, S., La Rocca, A., Runfola, A. and Snehota, I., 2014. Interaction behaviors in business
relationships and heuristics: Issues for management and research agenda. Industrial Marketing
Management, 43(6), pp.929-937.
Hechanova, R.M. and Cementina-Olpoc, R., 2013. Transformational leadership, change
management, and commitment to change: A comparison of academic and business
organizations. The Asia-Pacific Education Researcher, 22(1), pp.11-19.
Høyrup, S., 2012. Employee-driven innovation: A new phenomenon, concept and mode of
innovation. In Employee-driven innovation (pp. 3-33). Palgrave Macmillan, London.
Pulakos, E.D., Hanson, R.M., Arad, S. and Moye, N., 2015. Performance management can be
fixed: An on-the-job experiential learning approach for complex behavior change. Industrial and
Organizational Psychology, 8(1), pp.51-76.

8CHANGE MANAGEMENT IN ORGANIZATIONS
Röglinger, M., Pöppelbuß, J. and Becker, J., 2012. Maturity models in business process
management. Business Process Management Journal, 18(2), pp.328-346.
Stoica, C.G.S., Popescu, D.M. and Mihalcioiu, V., 2012. Resistance to change on the
organizational level. Valahian Journal of Economic Studies, 3(2), p.115.
Van der Voet, J., 2014. The effectiveness and specificity of change management in a public
organization: Transformational leadership and a bureaucratic organizational structure. European
Management Journal, 32(3), pp.373-382.