The Process of Change: Readiness to Change and Designing Change Frameworks
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This article discusses the process of change in organizations, including readiness to change and designing change frameworks. It covers topics such as the impact of organizational culture on employees' readiness to change, analyzing organizational changes, and the dynamics of resistance to change.
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The Process of Change1 THE PROCESS OF CHANGE: READINESS TO CHANGE AND DESIGNING CHANGE FRAMEWORKS Student Name Name of the Course Professor Name Name of the School City or State located Date
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The Process of Change2 Introduction Change in an organization is marked by a transition from the current state of affairs to an anticipated state (Palmer, 2004, pg. 11). Management of change is a process that involves planning and execution of change in companies hence ensuring that resistance from employees is reduced as well as the costs incurred while at the same time maximizing the efficiency of the entire process. Today, most businesses need to undergo the change process in order to remain competitive in the market due to the growth and advancement of technology and new trends in the market that affect the forces of demand and supply (Creasey & Hiatt, 2003, pg. 51). Change can either be minor or major and this varies from one organization to another. A minor change does not have a major impact in an organization while a major change impacts the running of the organization. An example of minor change would be incorporation of a new software in the system while that of a major change would be revolution in the marketing, advertising or distribution strategies, restructuring operations and lays offs (Biech,2016, pg. 23). The following journals expose different views onthe process of change: readiness to change and designing change frameworks. A.Readiness to change in the public sector Change programs aid in solving various problems and challenges experienced in organizations both in the private and the public sector. However, most of the change programs fail due lack of preparation of the people involved. Preparation for the change process is very vital in ensuring success, increasing commitment and reducing resistance (Sawitri & Wahyuni, 2018, pg. 259). The basis for readiness for change is derived from the Lewin’s model. The model ensures proper communication is achieved thus clearly outlining the need for the change and its urgency in the organization. Secondly, preparation for the change is also dependent on the time frame provided due to the need of sending the information. This information must contain five key aspects such as divergence, accuracy support from senior management, absolute confidence in the program and benefits the process has to the employees as well as the organization. It is vital to note that readiness to change is a very important tool in the change process. As it has a positive impact on both the employees and the management. Proper and effective communication helps to ensure that employees are properly adjusted in implementing the
The Process of Change3 program (Sawitri & Wahyuni, 2018, pg. 261). The employees’ attitude towards the change process also has a significant effect on the success of the process. Research states that there is an indirect relationship between the attitude of staff and readiness to change in that the maximum readiness to change occurs when the attitude is relatively moderate. B.Impact of Organizational Culture on Employees' Readiness to Change Change is inevitable for the success of any organization and should therefore be managed and not resisted. It is evident that readiness to change is portrayed in the employees’ views, attitude and goals towards the change process (Dhingra & Punia, 2016, pg. 136).The readiness for the change assists a company to manage the process by identifying the most vital forces that have an impact on the change and establish strategies that address the forces. Culture is very critical in the success of an organization as they are the corporate values and systems that differentiate one organization from another. It is evident that organizational culture is highly depended on past achievements while successful implementation of change involves change in behavior and mindsets (Dhingra & Punia, 2016, pg. 137). This therefore means that the change process is enhanced by proper understanding of a company’s culture. The nature of the change process also varies from one organization to another depending on the nature of the company’s operations. C.Analyzing organizational changes - the connection between the scale of change and employees' attitudes According toUjhelyi, Barizsné, & Kun, (2015, pg. 1191) many companies have to deal with problems brought about by various events such as technological changes, new systems, economic factors and social-cultural aspects among others. Due to the increased changes in organizational environments, companies need to adapt to the changing needs in order to have competitive advantage. It is evident that organizational success is depended on how quick and efficient employees react to a situation. It is evident that one of the greatest hinderance to effective implementation of change is resistance. There are various sources of resistance which includes; lack of expertise, organizational and individual disinterest and poor allocation of resources among others (Ujhelyi, Barizsné, & Kun, 2015, pg. 1192).
The Process of Change4 D.Improve the Process for Managing Change; Performance Improvement According toClardy, (2013, pg. 33)there is no structure that aids in the management of change despite the increasing forces that push for change. Management of change is very critical in ensuring the success of a company. However, there are various models that support the management of change such as the “IMPROVE” model which addresses various generic issues thus increasing the possibility of successful implementation of change (Clardy, 2013, pg. 34). The IMPROVE model consists of; a)Improving the capacity of the company towards change. This is achieved through education and training forums thus increasing their confidence in handling change (Clardy, 2013, pg. 35). b)Approval by the management for the change process – this is achieved where the organization identifies the performance problems and embrace change. c)Provide leadership and direction in the process of change. d)The incorporation of employees and as well increasing the motivation. e)Factualize the change process through the use of interventions that change the present conditions (Clardy, 2013, pg. 35). f)Ensuring that the process of change has been validated. g)Ensuring that the change process is deeply rooted in the organization It is vital to note that the process of managing change is equally important as a routine performance. As a result, the seven prerequisites are vital for effective implementation of change (Clardy, 2013, pg. 42). E.Dynamics of Resistance to Change: A Sequential Analysis of Change Agents in Action The success in the management of change is highly depended on the manner in which the factors involved are communicated to the employees (Klonek, Lehmann, & Kauffeld, 2014, pg. 334). Nevertheless, most organizations embrace the use of change agents for facilitation of the change process. It is vital to note that such agents support and encourage the process of change in companies. However, one of the major challenges to these agents is resistance in the implementation of the change initiatives. It is evident that most projects fail if the change agents
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The Process of Change5 cannot inspire and persuade employees to embrace the change (Klonek, Lehmann, & Kauffeld, 2014, pg. 335). Research states that proper communication is vital in enhancing change and promoting readiness to change as well. There are various aspects that need to be considered to ensure communication is effective. These issues include efficiency in communication that helps to build up confidence, back up from the management, differences between the current state of affairs and the projected state, relevance in the measures to be taken and finally individual valence (Klonek, Lehmann, & Kauffeld, 2014, pg. 337).
The Process of Change6 References Biech, E. (2016).Change management trainingpg. 23. Clardy, A 2013, 'Improve the Process for Managing Change',Performance Improvement, vol. 52, no. 9, pp. 33-44. Available from: 10.1002/pfi.21386. [27 August 2018]. Creasey, T. J., & Hiatt, J. M. (2003).Change management: the people side of change. Madison, Wis, Prosci Learning Center Publications, pg. 51 Dhingra, R, & Punia, BK 2016, 'Impact of Organizational Culture on Employees' Readiness to Change',Journal of Management Research (09725814), vol. 16, no. 3, pp. 135-147. Klonek, FE, Lehmann-Willenbrock, N, & Kauffeld, S 2014, 'Dynamics of Resistance to Change: A Sequential Analysis of Change Agents in Action',Journal of Change Management, vol. 14, no. 3, pp. 334-360. Available from: 10.1080/14697017.2014.896392. [27 August 2018]. Palmer, B. (2004).Making change work: practical tools for overcoming human resistance to change. Milwaukee, Wisc, ASQ Quality Press, pg. 11 Sawitri, HR, & Wahyuni, S 2018, 'READINESS TO CHANGE IN THE PUBLIC SECTOR',International Journal of Business & Society, vol. 19, no. 1, pp. 259-267. Ujhelyi, M, Barizsné, EH, & Kun, AI 2015, 'ANALYSING ORGANIZATIONAL CHANGES - THE CONNECTION BETWEEN THE SCALE OF CHANGE AND EMPLOYEES' ATTITUDES',Annals of the University of Oradea, Economic Science Series, vol. 24, no. 1, pp. 1191-1198.