Organizational Change Management (OCM)

Running head: ORGANIZATIONAL CHANGE MANAGEMENT
Organizational change management
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Introduction
The current business scenario is much more challenging and complex for the
contemporary business organizations. This is due to the reason that contemporary business
organizations mainly operates in the global market and global business scenario is having
different factors for consideration. On the other hand, the increase in the competition in the
global market is also forcing the business organizations to change their existing business strategy
and make it more effective according to the present market situation. Moreover, it is also to be
noted that current market scenario is frequently changing in nature and it is becoming difficult
for the business organizations to cope up with the market and business change.
One of the major strategies that are being initiated by the contemporary business
organizations in meeting the current business requirements is initiation of the change
management. This policy refers to the implementation of the change in the existing
organizational policy and initiating new policies to better coping up with the present business
scenario. In the current time, there are number of real world examples emerged where business
organizations have implemented change management. Some of these initiatives succeeded while
some others got failed. Number of reasons is identified behind the failure of the change
management process, which are also terms as barriers to the implementation of the
organizational change process.
This report will discuss about the potential and most common barriers in implementing
the change management in the organization. In addition, the steps that should be initiated in
order to overcome the barriers will also be discussed in this report.

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Probable challenges in organizational change management
One of the major challenges that can get emerged in implementing the change
management in the organization is managing the diversified teams. This is due to the reason that
in the current business organizations, employees belongs from different social and cultural
backgrounds. All these employees are having different set of requirements and expectations in
their workplace. Thus, it becomes difficult for the management to fulfill the diverse requirements
of the employees in one go. According to Nielsen and Nielsen (2013), implementing change in
the diversified workforce is one of the major challenges for the management. This is due to the
reason that change management is initiated in the organization with some particular approaches
and objectives. Thus, according to the authors, it is not possible for the management to fulfill all
the requirement of the diverse employees with the initiation of the particular change management
policy.
Thus, the set of employees who will not get satisfied with the approach of the change
management will cause issues with the organization. This will lead to the ineffectiveness of the
change management plan and will cause failure for the entire process. However, on other hand, it
will also not be possible for the leadership team to consider the diverse criterions in designing
the change management program. It is a huge challenge for the leadership to meet all the diverse
requirements of the diverse set of employees.
Lack of organizational capability
Change management refers to the transition of the new policies over the older ones.
However, changing of the older system and processes will require enhanced organizational
capability for the management. In this case, there are various challenges that may get faced by

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the management in having the favorable organizational structure and capability. One of the major
challenges is the requirement of capital for investment in the new processes. Large business
organizations are having the opportunity to invest more in changing the existing business
process, for the small and medium business organizations, it will be difficult to invest in having
proper infrastructure for the change management.
According to Ardalani, Houy, Fettke and Loos, (2013), a certain cost is involved in
initiating the change management. Moreover, business organizations will have huge requirement
of capital due to the reason that the initiation of new process in the organization will require
training for the associated stakeholders, changing the organizational infrastructure and having
resources for the new systems. Thus, according to the authors, it will not viable for the all the
organizations to incur huge cost in the initiation of the change management. Organizations will
face the challenge in regulating the cost in the initiation of the change management.
Lack of consensus
Lack of consensus is another issue that can get emerged in the implementation process of
change management. This is due to the reason that in the majority of cases, change management
involves stakeholders from the upper level management to the lower level employees. Thus,
huge number of stakeholders is being involved in the change management process and it is
challenging to generate consensus from all of them. Moreover, due to the fact that in the current
business scenario, business organizations operate in larger section and thus they are having more
associated stakeholders with different vested interest in the change management process.
According to Wibowo and Deng (2013), creation or building of consensus is important in
the decision making process. Thus, in the implementation of the change management plan,

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creation of consensus will help in having effective and proper decision making process.
However, according to the authors, the major challenge that will be faced by the management in
creating consensus is the difference of opinions among the stakeholders. Creation of the
consensus will require adjustments from all the stakeholders, which will be challenging for the
management. They will face the challenge of pursuing the associated stakeholders in adhering
with the consensus.
Rapidly changing market scenario
The current market scenario in the global state of affairs is changing rapidly. This is due
to the reason that with the change in time, requirement of the customers is also evolving. Thus, it
is challenging and difficult for the business organizations to rapidly change their business
processes according to the present market scenario. As discussed earlier, initiation of the change
management process is having the requirement of investment along with changing the existing
organizational practices. However, if the market scenario gets change in more frequent manner,
then it will be difficult for the business organizations to amend the approach of their change
management process.
According to Sandberg and Aarikka-Stenroos (2014), majority of the business
organizations initiate change management process by initiating innovative and radical business
practices. Thus, huge resources are being invested in developing the innovative business
processes. However, with the rapid change in the market scenario, the innovative business
processes are becoming obsolete more often. According to the authors, it is reducing the viability
of the change management process. Thus, it is a challenge for the business organizations to
maintain the sustainability of the change process.

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Employee resistance
Resistance from the side of the employees is one of the major and most common barriers
that can get emerged in the implementation process of the change management. This is due to the
reason that employees are always skeptical about the probable benefits and advantages of
implementing the change management. They are having the perception that implementing the
new process in the organization will reduce their value in the workplace and heir job security
will be at stake. This led them to resist to the change and it is a challenging task for the
management to pursue the employees about having positive impression about the change
management.
According to Bateh, Castaneda and Farah (2013), employee resistance is the most
probable challenge for the business organizations as well as for the upper level management.
This is due to the reason that initiation of the change management cannot be able to fulfill or
mitigate all the issues related to the employees. Thus, there will always be some set of the
employees who will be satisfied with the new processes being implemented. It is also being
stated that resistance from the side of the employees will reduce the effectiveness of the change
management and the core objectives of initiating the change management cannot get fulfilled.
Steps to overcome the identified challenges
The above sections have identified different challenges that will be faced by the
management in implementing the change management. In accordance to that, there are number
steps that can be initiated by the organizations in order to overcome the identified challenges.

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Lewin model of change management
Lewin model of change management will help in effectively mitigating the barriers in the
change management. According to this model, there are three steps that should be considered by
the project managers in implanting the change management process in the organization. The first
step is unfreezing the existing organizational processes and practices. In this step, it is expected
that managers will effectively identify the gaps in the existing organizational processes in order
to design the new policies. This will help in having the idea about the areas, which need to be
changed. Effective determination of the gap areas in the primary stage of the change
management will ensure that the current position can get identified and the proposed change
management process will be in accordance to that.
According to Cummings, Bridgman and Brown (2016), effective process of unfreezing
the existing organizational policies will help the managers to determine the areas of
improvement. On the other hand, it is also stated by the authors that effective process of
unfreezing will also involve communicating the employees about the benefits of the change.
Thus, the more effectively employees will be communicated; the less will be the chance of
generation of resistance from the side of the employees. It is also stated by the authors that
employees should be involved in the change management process in the first step of unfreezing.
This will enable the managers to identify the requirements and opinions of the employee
regarding the change management. According to the authors, this will also reduce the probability
of employee issues.
The next process is the implementation of the change. In this step, it is recommended that
change process should be implemented in phased manner. This is due to the reason that

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implementation of the change management process in phased manner will help to identify the
shortcomings of the process in the primary stage. Moreover, it will also help the managers to
rectify the shortcomings at earliest and implement the change in other phases. Thus, the
effectiveness of the change management process will get increased.
The last step is refreezing the organizational process. According to van den Heuvel,
Demerouti, Bakker and Schaufeli (2013), refreezing is also important in implementing the
change management due o the reason that the new process and the practices being implemented
in the organization should be effectively evaluated and gauged. Periodic evaluation of the
implemented processes should be done in order to determine the effectiveness of the change
management process. In addition, it is also being stated by the authors that feedback from the
employees should be gathered in order to have the idea about the opinion of the employees
regarding the implemented change. It is the responsibility of the managers to change the
approach of the change management process according to the identified factors.
Mckinsey’s 7 s model
Another effective theory that will be beneficial for overcoming the challenges in
implementing change in the organization is the Mckinsey & 7 s model. According to this model,
there are mainly 7 steps that should be considered by the managers in having effective change
management program. The first step is the strategy, which denotes that organizations should
have an effective strategy in implementing the change and it is recommended that organizations
should have long term strategy in implementing the change (Hornstein, 2015). The next step is
the structure. It is important for the organizations to have well organized structure in place in

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order to effectively implement the change management (Kral & Kralova, 2016). The structure
should be modified according to the strategy of change management.
The next element is the organizational systems. This refers to the daily activities and
processes of the organization. This element should also be determined effectively in order
identify the areas for improvement in the existing organizational process of the organizations.
The next one is the staff. This is the human resources and man power in the organization who
should be involved in the implementation process of the change management. They should be
given training and motivated and engaged in order to make them accustomed with the new
organizational processes (Lau & Roopnarain, 2014). The next element is the leadership and
management style of the top level managers. They should have situation based leadership style in
place in order to change the leadership approach according to the situation faced.
The last element is the shared values. This refers to the organizational rules, regulations
and cultures that should be followed by the involved stakeholders in the change management
process (Singh, 2013). The shared values of the organization should be effective enough in order
to have positive relationship among the stakeholders. This will ensure that the process of
communication will be effective and all the issues generated from the involved stakeholders will
be effectively communicated and mitigated.

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Reference
Ardalani, P., Houy, C., Fettke, P., & Loos, P. (2013). Towards A Minimal Cost Of Change
Approach For Inductive Reference Model Development. In ECIS (p. 127).
Bateh, J., Castaneda, M. E., & Farah, J. E. (2013). Employee resistance to organizational
change. International Journal of Management & Information Systems (Online), 17(2),
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Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps:
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Hornstein, H. A. (2015). The integration of project management and organizational change
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