Change Management

Running Head: CHANGE MANAGEMENT 1
Change Management
Name:
Institution Affiliation:

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Introduction
Internal as well as external forces of transform are interrelated as they influence choices
concerning the management of change. In the present society, management of every organization
considers a wide variety of elements in order to establish an effective plan for managing their
operations. Rudawska (2013) argued that change in management has to be sensitive to any
variation of present activities within the operations of an organization. In most instances, the
organization remains to be the system that depends on several interdependent issues that affect
its daily functions. Management of change in an organization such as in Coca-Cola Corporation
that deals with manufacturing and distributions of soft drinks in the global marketplace depends
on its tactical choices in operation. Its operations also depend on the prospect action design for
facing competitive challenges in a successful manner. Such features that affect the management
of the organization can either be interior or exterior in nature. For instance, in Starbuck Company
that deals with coffee uses such factors to establish its readiness for change alongside their
preparedness in the competitive markets (Seal & Kavanagh, 2015). Culture of a given company
is always driven from their past, current operations, their present stakeholders, technological
ideas, and physical resources and from the mission, targets, and values of individuals that operate
within the organization. The major external factors that affect change in an organization
comprise of the diversity of the workforce, globalization, change in technology, and management
of ethical traits. Additionally, every organization has an exclusive culture within their
management processes that help them to increase their operations (Lu, Deng, Huang, & Chen,
2018). Therefore, the primary target of this research paper is to address some of the obstacles to
change as well as how organizational culture is impacted by changes in management. The
research concludes by examining the impact of internal together with exterior forces on

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workforce and administration of organization as well as how executives can appropriately work
with forces of transformations.
Barriers to change and how the culture of organizational is impacted
Different barriers in change administration of an organization always lead to failure in
proper operations of the organization in the event when organizations fail to put appropriate
measures to control such barriers. In most instances, such barriers can prevent a given
organization from adopting efficient change and moving forward in its operations (Bailey &
Raelin, 2015). Different barriers always create a gap in recommended alongside practices and
eventually have a negative impact on the daily activities that comprise of production processes of
organizations. Therefore, some of these barriers to change in management of organization
comprise of:-
 Lack of involvement of the employee
 Ineffective communication strategy
 A bad culture that shifts planning process
 Unknown present state
 Lack of rigorous governance for transformational change
 Organization complexity
 Lack of clear scope in operations
 Prioritization concern
 Insufficient active change in leadership
 Competitive forces and integration

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As the change in management happens at an alarming rate in a different organization, the
greatest risk for failure is actually on the human side of projects. There is no clear and concise
picture of what future of organization looks like. Such barriers can have political motives as the
fear of such changes can make an individual life to be worse than it might presently be within
their operations (Rudawska, 2013). Cultures, processes, together with systems of massive
organizations tend to dwarfs the complexity of the architecture of the building. However, the
organization often attempt to make changes in their management processes without proper
examination of present blueprints. Such ideas make it tough for the transition to the prospect
state in the operation of an organization that deal with consumable products such as Coca-Cola
Corporation (Seal & Kavanagh, 2015). Hence, if the management team understand such barriers
to change in management, then it can be easy for them to implement change in operations.
Lack of involvement of employee in change administration is maybe the most common
obstacle that alters operations of an organization. Different employees always have the fear of
changes in management and unless they are involved in processes that deal with such changes. It
is highly probable that even the most loyal members of workers within an organization will resist
any change in management processes (Ishiyama, 2013). Additionally, various organizations lack
an effective strategy of communication. For instance, different top leaders always assume that
once they announce a change in the management process, different stakeholders will adjust their
operations and be ready to get started with advance progress. There is a great need for
management team and CEOs to stop the idea of making an announcement and introduce
strategies without involving other workers in the process. In some situations, the team that deals
with the planning of operations totally lacks ideas that the change will impact other stakeholders
(Will, 2015). Of course, the team of operations at this phase will just concentrate on planning