Organization Change

This document explores the process of organizational change, including change management, challenges, and the role of leadership. It also discusses different types of organizational culture and their impact on the change process. The document provides valuable insights for students studying business and management.

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Organization Change
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Table of Contents
1-1 Introduction..................................................................................................................2
1-1.1 Change management...............................................................................................3
1-1.3 Challenges of change management.....................................................................4

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1-1.3.1 Conflict...............................................................................................................4
1-1.3.2 Planning.............................................................................................................................5
1-1.3.3 Poor communication.......................................................................................................5
1-1.3.4 Resistance.........................................................................................................................5
1-1.3.5 In the adequate commitment of stakeholders........................................................6
1-2 Organizational culture.................................................................................................7
1-2.1 Types of organizational culture.............................................................................7
1-2.1.1 Bureaucratic organizational culture............................................................................8
1-2.1.2 Community organizational culture..............................................................................9
1-2.2.3 Competitive Organizational culture.............................................................................9
1-2.2.4 Entrepreneurial organizational culture.......................................................................9
1-2.2 The change management process for business and societal change...............10
1-2. 3 Change administration procedure......................................................................10
1-2.3.1 Kottlers Change Model................................................................................................10
1-2.3.2 ADKAR model................................................................................................................11
1-2.3.3 Deming Cycle change model.......................................................................................13
1-2.2 Role of leadership in the organizational change.................................................14
1-2.2.1 Coaching leadership style...........................................................................................14
1-2.2 .2 Coaching fundamentals..............................................................................................14
1-2.2 .3 Coaching Culture' at the Workplace........................................................................15
1-2.3 Building a coaching culture.................................................................................16
1-2.3.1 Stages of building a coaching culture within an organization...........................17
1-2.4 Value-Based cultures..........................................................................................17
1-2.4 Conclusion..............................................................................................................19

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1-3 List References..........................................................................................................20

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1-1 Introduction
Change is an integral part of business strategy to ensure tier continual
competitive advantage in the market. Organizational change refers to the process of
transforming the organizational structure, working methods, know-hows, strategies, and
culture to affect change towards the desired outcome (Storm 2015). According to the
study conducted by McKinsey consulting firm, organizations that undertook
management change attained considerable performance improvement. The study
reported that out of 45%, companies that underwent through the organizational change,
36% of the company managers indicated that the process succeeded in enhancing the
work performance, supplier, customer and employee relations, increased revenue
collections as well as a reduction on the production cost (Агаева, Agaeva, Баурина and
Baurina 2016). The current paper thus is an exploration of the organizational change
regarding the organizational culture and the effect of coaching leadership kind on the
organizational modification.
In the current competitive world, change is constant among the organizations that
are always striving to adapt to the changing market demand and competition.
Organizational change is classified as either internal or external. The internal factors
have identified those forces that are occurring with the organization and controlled by
the elements within the organizations. The internal forces include factors such as
employees and managers (Whelan and Somerville 2013). While the external factors
entail those that are occurring from the outside of the organizations envenomed and are
construed outside the organizations. The external factors thus include factors such as
demographic, social, values, society, government, and customer.
1-1.1 Change management
Change management refers to the collective term of all approaches used to aid
the individual in process in an organization in making a particular change. The main
purpose of change management is to ensure that all the desired change are achieved
by the placed standardized procedures to reduce and eliminate any negative impact

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that might result in poor product or service. Change management dates back to the
center century and has evolved from the foundational understandings to more
conceptual underpinnings. During 1900 professional worked on studying on how human
beings and human system embrace change thus led to the emergence of change
management. Researchers such as Arnold Van Gennep presented change as incidents
taking place in three stages that are: parting from our presernt status, transition and
reincorporating into the future. In 1948 Kurt Lewin introduced three sites that are:
unfreezing, moving and freezing and the change management process (Burnes and
Bargal 2017). This contoured to transform and numerous models adopted until the
current century, where authors such as John Kotter, Spencer Johnson have developed
different tools to manage change.
1-1.2 Goals of organizational change management
Organizational change has different objectives and goals. Some of the objections
include:
a) To address problems and improve culture- every organization undergoing the
rough the change process always aims at reducing and eliminating problems that
exist within an organization. Some of the organizational problems can be
inadequate staff and poor motivation strategy. Through increasing the number of
stress, and adopting training and rewarding strategies, organizations thus need
to undergo through structural change that needs proper management to ensure
the attainment of the objectives.
b) To establish the principles for change- Change management process aims at
creating the boundary limit that must be attained to guarantee successful
change. Change principles we diligently followed ensures the satisfaction of the
change expectations (Hassan and Rohrbaugh 2012).
c) To identify and empower the change team- change process is always attainable
through the engagement with change team and against such employee and
change leaders. Change management thus is essential in powering the entire

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process such provision of the required skills, finance, and training to the change
agents.
d) To align the change objectives with the employee objectives-
e) Employees are the key resources of organizations. Thus any change should
ensure that employee objectives are also aligned to the change objectives. By
aligning both, the employee and change objectives ensure improved
performance as it reduces any probability of change resistance from the
employees.
f) To communicate the importance of change- change management has a key role
in communicating the need for change through extensive communication with the
employee on the importance of change. Employees thus should know their
responsibilities in the realization of the desired change.
1-1.3 Challenges of change management
Change management is always faced with numerous challenges that fail the
change. Some of the changes are:
1-1.3.1 Conflict
Projected organizational change can, at times, evoke emotions such as
uncertainty among the stakeholders, especially employee who may end up transferring
their anger, fear, and frustrations to one another (Clausen and Kragh 2018). The
unresolved conflict hurts the organizational performance since it reduces the team
performance and leads to a waste of time as one of the resources. Thus it is upon the
leader to help the entire employee to overcome such conflict the Ayub adopting the best
change model and steps.
1-1.3.2 Planning
Change always entails the transformation of numerous aspects within the
organization such as structure, to introduce new systems. Planning for such change at
times pose challenges since it requires the organization to eliminate some important
aspects such as reducing the number of employees. Thus proper planning will ensure a

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seamless transition of the new system, delegation of duties and implementation and
utilization of resources effectively.
1-1.3.3 Poor communication
Communication is essential to every organization since it set the foundation of all
the activities within and outside the organizations. A leader delegate duty through
communication thus fails to communicate the intended cache by the leaders tends to
break the relationship between employees and employers. Thus through proper
communication, employees can get the incident change and understand while the
change is important.
1-1.3.4 Resistance
Naturally, people are resistant creature, thus tend to resist any change in their
comfortable lives and way of doing things. In organizations, employees tend to resist
any change due to fear of uncertainty and poor communication on the importance of the
change, thus leading to protests and go-slows. Such events reduce organizational
performance as well, as the failure of the change implementation.
1-1.3.5 In the adequate commitment of stakeholders
Change implication plan, and action is great; however, it becomes useless when
there is no commitment among the stakeholders such as employees and the employers.
The change leaders should encourage the stakeholders to embrace the desired change
by starting at the top leaders downwards to the employees. Organizational change
management needs a systematic process to reduce and minimize the obstacles that
might be faced during the change process. The steps include:
a) Identification of the issue to be improved
b) Presentation of the desired change to the change team
c) Planning of the desired change
d) Provision of the required resources to enhance the change
e) Communication of the change to all the stakeholders
f) Implementation of the change

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g) Evaluation of the change
h) Celebrating the success
According to Herminingsih and Gozali (2014) states that the change process is
driven by numerous strategic considerations such as the need for more integrated ways
of working and need to enhance performance. The strategic concerns thus lead to
structured change programs based on the assumptions that change management
entails the inadequate collection of interventions that are always considered as the main
objectives, manageable and quantifiable.
1-2 Organizational culture
The phrase organizational culture surfaced from Dr. Elliot Jaques in 1951, and it
refers to the values and actions that result to the uniqueness of an organization in terms
of social and psychological characteristics.
When an organization is experiencing an unhealthy culture, then change is
inevitable. The organization thus needs to change its culture since without change; the
new objective and process is not successful. According to Ko (2014) the organization,
cultural change is essential in reducing employee turnover, positively influencing the
employee behaviors, improving the organizational performance, enhancing
organization’s customer, supplier and employees relations as well as effective
achievement of the organizational objectives. The cultural change is always faced with
numerous challenging such as employee resistance thus leading to failure of the
organizational change. Numerous methodologies and techniques have been developed
to help in adopting organizational change, and these include:
Peter Senge's Fifth Discipline that is essential in understanding the organization
learning with a focus on the core dynamic of culture change (Eisler 2015). According to
Senge, the disciplines are team education, system intelligence, individual mastery,
intellectual models, and construction of common vision.

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1-2.1 Types of organizational culture
Different organizational cultures have different types of charters, such as fun-loving,
rule-bound, caring, cold, and impersonal, among many others. The organizational
culture type is associated with the underlying assumptions, beliefs m value, and the
atmosphere as well as personalities of the employees. According to Young (2016) the
current business organizations culture are formed from the competing values, thus led
to the creation of the Competing Values Framework. The C .V.F is grounded on two
aspects that contribute to four elementary categories of firms culture. The two variables
are (Will 2015):
a) Degree of the organization’ focuses on the internal vs. the external elements
b) The degree to which the organization rests upon stability and control or towards
flexibility and change.
Figure 1: Shows types of organizational culture, obtained from Young (2016)

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1-2.1.1 Bureaucratic organizational culture
Bureaucratic organizational culture denotes to a formal carefully distinct
structured efforts envelopment that rest on the hierarchical events in the management
of the organization (Burcu 2012). Beaurocratic organizational culture focus on the
competence, consistency and dependability of the organization’s activities, however, the
culture is criticized by the low level of productivity, financial management, reduced
employee morale, and innovation.
1-2.1.2 Community organizational culture
Refers to a culture characterized by teamwork in an organization, thus resulting
in high performance since employees are association-oriented and always
communicate themselves more openly (Ko 2014).
1-2.2.3 Competitive Organizational culture
Competitive organizational culture refers to the organizational culture that is more
pervasive, goal –oriented and customer-focused those emphasizing strongly of results
deliverance (Gabriel 2015). Competitive organizational culture is always governed by
policies and procedures that aim at responding positively to the market demands and
needs.
1-2.2.4 Entrepreneurial organizational culture
Entrepreneurial organizational culture refers to the organizational environment
characterized by numerous creativity, experiments, and risk-taking among the
employees. According to Karyotakis and Moustakis (2016), there is no best
organizational culture over others, and the choice of each culture majorly depends on
the organization's goals as well as alignment of the culture and the objectives. The
success of organizational culture; thus, majorly depends on the leadership style
adopted in the implementation of the organizations’ change. According to different

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leadership styles work different in different organizational culture, and the choice needs
to depend on the objective of the organizations.
1-2.2 The change management process for business and societal change
Change management refers to the collective term of all methods, approaches,
and techniques used to aid individuals, groups, and organizations in transforming from
one culture to the other in a more seamless way (Kim and Lee 2015). Organizations
change due to numerous reasons such as technological advancement, development of
new customer behaviors, development of the strategies, the entrant of more
competitors, and the need to use available resources among many others.
Organizational change management thus refers to the approaches used in maintaining
and controlling all the aspect need to transform the organizations such as technology,
raw material, and employees, while change management majorly focuses on the
employees and the teams affected during the transition.
1-2. 3 Change administration procedure
Alteration management process is always as evidence of steps and activities that
involve the team and the change leaders in order to meet the desired objectives
(Lehmann 2017). Two numerous major elements have been developed n to enhance
change in organizations. The most common modules are:
1-2.3.1 Kottlers Change Model
Kottlers Change Model was introduced by John Kotter in 1991 to aid organizations in
implementing the desired changes through systematically following eight steps of
change. The eight steps are covered under there major groups that are (Jun and Kim
2011):
a) creation of change climate- this entails
b) increasing urgency, the building of the guiding team and getting off the right
visions

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c) engendering and enabling of the entire organizations- that entails communicating
for the buy on, empower action and creation of short wins
d) implementing sustain change- that entails
Figure 2: Shows Kottlers Change Model, obtained from (Jun and Kim 2011)
1-2.3.2 ADKAR model
ADKAR is an exchange model that was developed by Jeffry Heat and entailed
five steps that are (Wong et al., 2019):
a) Awareness- making people see the need for change since most of the employee
will not step out from their comfort zone
b) Desire- requires the creation of the change desire among the stakeholders
through highlight all the benefits that will be accrued in the completion and
success of the desired change.

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c) Knowledge- Requires provision of the stakeholders with the required information
and skills essential for the change implementation by taking employees to
various training
d) Ability- refers to the application of the knowledge and skills to achieve the
desired change
e) Reinforcement- Refers to the conscious watch on the employees to ensure that
the new methods are used frequently and constantly. Managers are expected to
supervise the implementations vigilantly and always collect feedback from the
employees to enhance corrections on the shortcomings of the change.
Figure 3: shows AKDAR Change management process, obtained from (Wong et
al., 2019)
1-2.3.3 Deming Cycle change model
Deming Cycle is a unceasing excellence enhancement model with four reasonable
categorised steps: Plan, Do, Check, and Act. The model was developed by Juran Demming
alongside other quality gurus (Laverentz and Kumm 2017).
a) Plan- requires the organization to plan for change and make possible outcomes
before the implementation

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b) Do- is the stages of execution on the plan by taking small controlled steps
c) Check-requires the evaluation of the outcomes
d) Act- requires the organization to take proper actions to ensure the implemented
changes are standardized throughout the organization and process.
Figure 4: Shows Deming Cycle change model obtained from (Laverentz and Kumm
2017).
1-2.2 Role of leadership in the organizational change
Organizational change depends on numerous factors such as the commitment
of employee, leaders, availability of skills, knowledge as well as capital. According to
Gabriel, (2015), successful initiation and implementation of the organization change
initiatives majorly depend on the diligence and skilfulness of the organization leaders.
Leaders have a direct impact on transforming the organizational culture through their
actions. In most of the organizations, culture is one of the organizations' aspects that

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have always been difficult to manage thus needs a leadership style that will ensure the
engagement of all stakeholders and transform their behaviors towards the desired point.
1-2.2.1 Coaching leadership style
Coaching leadership was first described by Kenneth Blanchard and Paul Hersey
in 1960s and later adopted by Daniel Goleman later in 2002 as one of the leadership
styles. Coaching leadership refers to (O'Broin and McDowall 2014). According to
Klestadt and Langenberg (2014), coaching leadership is essential in building an
organizational culture that is significant in implementing any organizational change. The
adoption of “coaching culture “depends on the coaching leadership skills and the
capability to build the employees to adopt the coaching culture.
1-2.2 .2 Coaching fundamentals
The success of any successful leadership coaching process relies on the
foundations of the following elements Kotlar, Massis, Wright and Frattini 2018):
a) Partnership- the success of the coaching process realizes the partnership and
results in a mutually respectful and fruitful association between the spear header
and the follower. The connection can be developed through various means such
as motivation, rewarding, having open discussing, and empowering of the
employees. It is worth noting that the already established relationship should
always be refreshed every now and again to ensure continuous organizational
culture development.
b) Mutual trust – Mutual trust is significant to any coaching relationship. Both
employee and the employer need to build an open communication that ensures
understanding of all the parties. Mutual trust thus is achievable through
conducting one-one meetings, mutual sharing of weakness and
misunderstandings, and purposeful questioning among many others.
c) Freedom to communicate- Leadership coaching requires leaders to encourage
the employee to always be open during any discussion. Through the open
discussion and communication, the employee can air their problems, and any

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arising issues with the work life and outside work life thus enable the leader to
advise the employees mutually.
1-2.2 .3 Coaching Culture' at the Workplace
Coaching culture refers to the collective employee’s collective behaviors of
supporting one another in achieving the desired goal (Campone 2015). There are
numerous ways of building a coaching culture, and all differ depending on the
organizations. Before a leader starts the process of building a coaching culture in the
workplace, then some specific behaviors and skills must be shown by the leader, and
these include Vesso and Alas 2016):
a) Ability to acknowledge and validate- the leader must have the ability to determine
when the employee needs to be heard and listened too to make them feel
embraced in the workplace.
b) Ability to promote self-directing- the leaders, have to pose the capability to give
employees give direction to their own and life and motivate their way to
independence. This always enhances the ability of the employees to approach
the managers whenever there is a problem, thus enhancing the performance and
development of the organization.
c) Transparency-A coaching leader should be transparent by allowing all the
employees always to know the intentions of any decisions made and method
adopted. However, this does not mean the leader has to disclose everything they
intend to do. Thus a good coach will have to know and determine what to
introduce to members.
d) Ability to be curious and not judgemental- A coaching leader must have a sincere
curiosity to avoid making premature assumptions on his employee's behavior.
Consequently, the leaders should not be judgemental, thus needs to hear all
versions before making a decision.

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e) Coaching leadership tends to create a relationship and facilitate the learning of
the followers; thus majors at transforming the behavior and attitudes towards the
desired outcomes.
1-2.3 Building a coaching culture
In the past, organizations were characterized by the high power of commanding
and controlling style management to achieve their desired objectives. However, over the
past few years, the leadership style has changed as a result of paramount
ineffectiveness of the methods (Lawrence 2015). In the current century, a large number
of managers have realized the importance of building employees to work as a team with
each focusing on the best areas and using the best approach. Thus managers are
tremendously embarking on the coaching culture programs.
According to Sugarman (2007), coaching and commitment culture are essential
in replacing the traditional leadership style of command and control to attain the best
organizational change as well as the organizational performance.
1-2.3.1 Stages of building a coaching culture within an organization
a) Nascent – refers to the stage where an organization starts to display signs of
future potential; however, there is still no commitment to the coaching process.
b) Tactical –this the stage when the organization starts to recognize the value of
coaching
c) Strategic- refers to the stage when the leader starts to enter considerable effort
to provide training and competence through rewarding and punishing
d) Embedded – refers to the stage while all the levels of the organization have been
engaged in the coaching process to attain the desired coaching culture.
1-2.4 Value-Based cultures
During organization change, leaders always lean on the organizational values to
drive performance. The value-based culture thus refers to the process believes that are
used to move an organization rather than the metrics and the milestones and

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determines the type of leadership style adopted (Melo, Silva and Parreira 2014).
According states that organizations tend to live and die by their leaders who are
responsible for creating values-driven cultures in an organization. Leaders and
organization thus can best implement the organizations' visions missions to acquire
superior results through addressing the behaviors, believes, and ethics. Organizational
values are responsible for determining the behaviors within an organization. The
common workplace values thus include trust, entitlement mentality, honesty,
accountability, transparency, integrity, humility, courage, self-discipline, and
composition, among many others.
Value-based leadership is a philosophy that aims at bringing values into an
organization without a focus on personal gain (Moutousi and May 2018). Such leaders
tend to value integrity and belief on honesty and authenticity that is responsible for
motivation other people in the workplace. The created behaviors thus lead to positive
thoughts, choices, and ultimate the improved performance of the organization.

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Figure 5: Shows Value-Based cultures, obtained from (Melo, Silva and Parreira
2014).
1-2.4 Conclusion
From the above explorations, it realized that organizational change is inevitable
and is significant for any organization that needs growth. Organizational change is
attributed to both internal and external forces such as technology, employees, and
government regulation, among many others. Organizations operations majorly depend
on the culture that given the daily behaviors of employees as well as the nature of
options, unhealthy organizational culture, thus calls for organizational change, to
achieve a better situation. Organizational culture change needs proper change
management and leadership style, such as coaching. Coaching leadership, though is a
new concept, has numerous benefits in ensuring organizational change due to the
following fundamentals: mutual trust, partnership, and open communication. A
successful coaching leader thus has to have the following: the ability to acknowledge
and validate the ability to promote self-directing, transparency, and ability to be curious
and not judgemental. Organizational cultural change thus needs to follow systematic
processes to ensure success: nascent, tactical strategic, and embedded.

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