Managing Organisational Change

Running head: MANAGING ORGANISATIONAL CHANGE
Managing organisational Change
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MANAGING ORGANISATIONAL CHANGE
Introduction
The changes are expected within the dynamic business environment and it can be
planned as well as managed considering the various forces that have influenced the
management of changes within the organisation. There are various factors that are associated
with the management of changes within the business organisations such as the workforce
nature and size along with the technological advancements, social trends, competition, and
political as well as economic conditions. Though changes are inevitable, still it can be
planned according to the ways the leaders have designed the approaches to implement the
change management effectively and for deriving positive business outcomes too. The essay
will include the Kotter’s eight step approach and Kurt Lewin’s team formation stages, which
can also allow the organisational memebrs to adopt the changes and work accordingly
(Pollack and Pollack 2015). Managing changes includes not only making changes to the
business functions and processes, but also the management of changes in staffing policies and
recruitment plans for selecting the right individuals within the workplace and at the same
time, delegating the right tasks to them for improving the business performance and
efficiency.
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The changes often are experienced in a planned way and sometimes during
emergency situations and during contingencies. The changes managed within the
organisations are mainly aimed at improving the business functions and processes and
transform the business to achieve the desired business outcomes with ease and effectiveness.
The focus of managing changes at the organisation has been at the organisational level, team
level and individual level too. The changes managed within organisations have been possible
with the prioritisation on effectiveness of organisational structure along with the improved

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strategic planning, which has enhanced the ability of organisations to set goals and objectives
(Carnall 2008). This has also facilitated influencing the organisational behaviours and
allowed for making changes to the vision, mission statement and ways of approaching
towards the accomplishment of business goals and objectives efficiently. Not only does the
organisational capability has been improved, but also resulted in resolving issues and
problems, furthermore ensured strategic changes all throughout to acquire shift in thinking as
well (Waddell et al. 2016). Managing organisational change not only involves changing of
strategic plans, recruitment procedures, business functions and processes, but also the change
in leadership skills, which are required to promote collaborative working along with better
communication process management and creative thinking too. The organisational change
management process also included the concepts of re-allocation of resources and
restructuring that have been beneficial for adaptation to certain conditions within the
marketplace, thereby, improved the decision making process efficiency and ensured evolution
of business within the concerned industry (Moxen and Strachan 2017).
According to Kiitam, McLay and Pilli (2016), there are different type of changes that
are managed within the organisations such as the incremental changes, Big Bang change,
transformational change and realignment change as well. It has been found that the
transformation change has occurred when various proactive approaches are undertaken to
determine the needs for implementing changes in the future, which represented the
incremental change managed within the organisation. On the other hand, Schubert, Sydow
and Windeler (2013) argued that the transformation change also enabled reactive
consequences with the change in competitive market conditions and ensured re-alignment of
ways and approaches required by the organisations to evolve in the context and area of
business where it has managed to operate (Schubert, Sydow and Windeler 2013). As stated
by Howells et al. (2014), there are various aspects that are considered while developing a

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change management plan such as firstly, outlining the reasons for which, the changes should
be done and then determining the scope and nature of implementing changes at the
organisation. After understand the need for change, the identification of stakeholders is
essential, which shall assist in making clarification of the benefits and outcomes that are
expected. The milestones are then required to be clearly outlined considering the budgetary
aspects and time needed and lastly, developing a change management communication plan to
understand the roles of stakeholders, their field of interest, communication medium and other
related aspects (Cowling and Mailer 2013). The organisational change management has been
considered as a vital component of organisational strategy regarded as an effective systematic
approach to manage large scale changes and aligning the business functions and processes
with the human capital and organizational culture too. Georgalis et al. (2015) also stated that
the change process is managed with the consideration of proper control over the budgetary
aspects, communication process, both human and financial resources along with the time
schedule, nature and scope of business too.
According to Penava and Šehić (2014), it is always important to involve the various
stakeholders in business and make them informed or acknowledged about the importance of
change and predicting how the change may be suitable for bringing positive business
outcomes. Prior to the development of change management plan, it has also been considered
that the impact of changes considering the implementation of organisational policies, job
roles and structure of the organisation too. With the identification of various stakeholders, it
would be much more convenient for engaging them to share their ideas and opinions
regarding the management of changes at the organisation, furthermore ensure effective
transition and management of changes (Howells et al. 2014). It was often found that this
major change management techniques had resulted in evaluating the individual roles and
responsibilities, which further helped in contributing to the approval of change and acquiring