University Report: The Leadership of Effective Change in Organizations

This report delves into the complexities of leading effective change within organizations, focusing on the diverse range of employee responses to workplace changes. It explores why some employees embrace change while others resist, examining factors such as job security concerns, technological unfamiliarity, and fear. The report emphasizes the crucial role of leaders and managers in navigating these reactions through effective communication, training, and advocacy. It highlights the importance of understanding the reasons behind employee resistance and the need for proactive measures before and during change implementation. The report also offers practical advice for change leaders, including communicating the vision, forming coalitions, and utilizing frameworks like Kotter's 8-Step Process to facilitate successful change management and improve organizational outcomes. The report analyzes the impact of change on productivity, learning opportunities, and overall workplace environment. This student assignment, available on Desklib, provides valuable insights and strategies for managing change effectively.

The Leadership of Effective Change
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Contents
Introduction......................................................................................................................................3
1. Workplace change often generates a broad range of responses from employees....................4
2. Change leaders prior to and during the implementation of change at the workplace..............7
Conclusion.....................................................................................................................................10
References......................................................................................................................................11
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Introduction
The following paper is based on the issues and solutions that can help in the management of the
change implementation in the organisation. The organisation has to apply certain strategies to
effectively maintain the change in the workforce. The employees and management have to
handle the issues and anxieties in the business through effective communication and problem-
solving process. The employees usually react in different ways towards the change implemented
in the business organisation. The business organisation faces different problems during the
change implementation. Some employees resist and some show enthusiasm towards the changes.
The leaders and managers play an important role in the organisation towards implementing and
motivating the employees to adopt the changes.
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1. Workplace change often generates a broad range of responses from employees.
The change initiative is a part of the business culture and values as the internal and external
environment of the organisation keeps on changing and is not stagnant. The leaders and
management have to keep implementing relevant changes to the workforce for their progress.
The change initiative in the business organisation is a deep process which require prior and after
efforts to maintain the change into the corporate culture of the organisation (Frankland, et. al.,
2013). When the changes are implemented, it creates a situation of confusion among the
workforce of the organisation. The workplace changes experience different reactions from the
employees when the management tries to initiate and implement a change. There isa different
type of employees with different skills and mindset which also reacts differently to different
situations. The change implementation in the workplace is a lengthy and complicated process as
it requires continued efforts from the management and leaders to motivate and help the
employees to accept the changes (Hayes, 2018). The different reactions from the employee's
experience for the change initiative:
 The change at the workplace might raise some doubts in the minds of the employees
which can make them resistance towards the changes. The changes in the management
often create doubts in the mind of the employees about their job security. The employees
also feel unsafe in a changing environment as this will hamper their work routines. The
change transition at the workplace is often moving through the doubt session of the
employees and staff (Cameron & Green, 2015).
 There are some employees who might also have anger issues as there are certain changes
that are difficult to implement among some employees. For example, technological
changes are a type of change that can create angry employees as old or past employees
who are working for many years might not be familiar with the new technology. As old
people are new to gadgets and technology can make them resist the changes. These kinds
of employees may find it difficult to adapt to new programs and technologies (Kuipers,
et. al., 2014).
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 There are some employees who also face fear issues during the change transitions. The
fear of losing their power and status in the organisation also occurs during the change
transitions. The people also face fear issues for their job security and commitment
towards the company goals. The employees also fear that they are not capable of adapting
to the change in the organisation and may fail in the future(Hemerling, 2019).
 The main reaction from the employees in the change process is the resistance from the
employees. Every organisation has employees who always oppose any kind of change
into the routine of jobs and responsibilities. The employees who do not feel comfortable
to change their status quo mostly have less creative minds. The changes in the business
organisation can help in improving the skills and creativity of the employees.
 The change transition not only createsa negative atmosphere but there are many
employees who may act as neutral or slightly enthusiastic towards the change.
Sometimes there are changes that are easy to be implemented into the business system
and where the employees do not have to carry out much effort (Langley, et. al., 2013).
This can also be the condition when the company keeps its employees updated towards
the happening and keep communication the changes. The leaders also share a strong and
committed bond with their followers which also helps in implementing the change
effectively.
 There are employees who are enthusiastic towards the change as this can improve their
work handling and job responsibilities. The changes in the organisation are sometimes
necessary to be implemented as this will help them to cope with the changes in the
external environment. The changes in the organisation can create opportunities for the
employees to improve their skills and knowledge. This also helps in improving their
personality and career in the organisation (McKay, et. al., 2013). The employees who are
dedicated towards the business progress are tending to be positive towards the changes in
the business.
The change initiative and the employees’ reactions are based on certain reasons which are
considered during the change process. These reasons depend on the type of change implemented
in the workforce. The change can be beneficial for certain people or difficult for others. The
change can also create confusion and employees may find it difficult to cope with the altered
systems or process. The management should take prior steps before the actual implementation of
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the change in the workplace.The organisation experience different reactions from the
employees because(S. Retna, K. 2016):
 The change in the organisation is implemented in the whole organisation or in a specific
department. This situation can also create mixed reactions in the organisation where
some employees are excited and some are resisting the change (Bateh, et. al., 2013).
 The employees in the organisation are not motivated properly and are not in a habit of
changing their status quo in the office (Hackman & Johnson, 2013).The fewer change
transitions at the workplace make the employees and staff habitual which feel difficult to
change their routine. Whereas the people who are motivated and understand the need to
change will create positive results.
 The change in the workplace also increases the productivity of the employees and
machines as the changes are mostly carried out to reduce the cost and improve the profits
and outputs in the organisation. The increased productivity and output in the company
will help in achieving better results and goals of the company which makes the
implementation of the changes necessary in the organisation (Yılmaz&Kılıçoğlu, 2013).
 The changes in the organisation may also fail in the long term and may not produce the
prescribed results or outputs. The output of any change or process cannot be determined
before the implementation so there is the possibility that the change may fail in the
organisation (Hargreaves,2004).
 The changes in the organisation also create better learning opportunities, improved
quality of work in the individuals and teams. The change implementation also helps in
creating a better workplace for the employees with lower turnover and substantial
expenditure.
 The change implementation is also resisted as the evaluation of the change
implementation in the organisation is also difficult to be measured. The change
evaluation in the change management process also affects the employees’ performance
and recognition (Graetz, et. al., 2016).
 The change management in the organisation also requires proper training, time and
involvement from the managers and leaders in the process. This also increases the cost
of executing the change process in the organisation(Clement, 2014). The leaders and
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managers may not provide the required amount of time and dedication towards the
employees and staff.
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2. Change leaders prior to and during the implementation of change at the workplace
The leaders and managers of the organisation play an important role in the change
implementation as they are the people who motivate and encourage the employees and staff to
accept the change. The change process is a deep process that requires change leaders to take
steps even before implementing the change in the workplace. The change leader should discuss
the change with the management and employees to know their views and ideas (Goetsch&
Davis, 2014). The change leaders are responsible for making the employees comfortable with the
changes.The change implementation in the organisation can be smoothly driven by the leaders
and managers of the company to successfully ripe the profits of the change. The leaders and
managers can perform the following role for the implementation of the change in the
organisation (Kimbell, 2011):
 Communicate the change: The leaders and managers should communicate the
requirements and importance of the changes in the workplace. The communication of the
details and decide for the change implementation prior and after the change
implementation. The communication process for the change in an organisation involves
discussion and consultation with the staff for decision making (Onorato, 2013).
 Advocate the change: The leaders and managers of the organisation should make the
employees realise the worth of change implementation. The change management team
should also encourage the employees to perform better for better results (Nohria, 2017).
 Train the employees: They should also provide essential support and training to the
employees for the change (Cameron & Green, 2015). The employees need supervisors
which will help them to adopt the change in their routine and workspace. The leaders and
managers should train the employees about the need and usefulness of change.
The role of leadership and management can be explained with the help of Kotter’s 8-Step
Process for Leading Change. Kotter's step process for leading change is a change management
model that can help the organisations to successfully implement the change into their workforce
and staff (Van Wart, 2013). This process involves eight steps that are useful in the change
implementation in the workplace. The eight steps are discussed below:
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1. Creating the urgency for change: This step involves creating the urgency of change
in the organisation to improve the process and business activities. The employees
should be discussed about the need for change and their consequences. This step also
involves the identification of the potential threats and outcomes that can happen in the
future by the implementation of change into the system (Small, et. al., 2016). The
change also involves many opportunities for the employees that can be exploited to
improve their career progress. This also involves the discussion between the
customers, stakeholders and other people to have convincing reasons about the
change.
2. Forming a powerful coalition: This step emphasises on the leadership qualities of the
organisation that can help in making the employees and staff about the change and its
outcomes. The true leaders are the one which can move and affect the thoughts of the
employees towards the change. These leaders can also connect emotionally with the
employees to create a change coalition in the organisation (Sarayreh, et. al., 2013).
The team building and change coalition can help in improving the change
implementation in the organisation.
3. Creating a vision: The change management team should create a vision for change in
the organisation to implement the change effectively. The leaders and managers
should determine the values that are vital to the change. They should also create an
understanding of the vision and make the employees understand through some
strategies. This will help the change management team to develop the strategy that
will ensure that the employees understand the need for change. This step will help in
achieving the desired change in the organisation (Hornstein, 2015).
4. Communicating the vision:The vision created in the earlier step should be directly
communicated to employees and staff of the organisation.the change management
team should also address the employees’ anxieties and concerns openly in the
organisation which will create a trustful environment. This will also help in
maintaining the performance of the employees during the change implementation
process. the leaders should communicate their visions and goals for the organisational
change to the employees(Razzouk& Shute, 2012).
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5. Removing obstacles: The leaders and managers have the main role in the organisation
to deliver the change in the employees. The leaders have to communicate the need
and worth of changes in the organisation. The leaders make adjustments in the
organisational structure, employees’ performance, and compensation system and job
descriptions to ensure that the business activities are towards the vision. The leaders
also motivate the employees through recognition and reward distribution during the
change implementation (Auguste, 2013). Employees who resist changes are also
handled by leaders and managers. They take the required action and steps that remove
all the barriers in the change implementation process.
6. Creating short term success: The best motivation in the business organisation is
‘successes, the leaders and managers should set small-term targets for the employees.
The achievement of the small term targets will help the employees feel enthusiastic
and motivated for the changes implemented. This will also motivate other employees
who are resisting the change (Pollack & Pollack, 2015). The leader can also award the
best performers and employees to increase their interest in the process. The leaders
should set effective targets which can be justified according to the company’s vision.
They should analyse the pros and cons of the targets before setting them for the staff.
7. Building on the change: The change initiative is a deep and continuous process that
cannot be evaluated in a short duration. There are mostly organisations which declare
their victory in short terms only which ultimately remains for a shorter period only.
The change implementation process calls for proper evaluation and improvement
actions in the change process which will improve the output. The leaders should keep
updating their goals and strategies for the business changes. The leaders should also
ask for fresh ideas and feedback from the employees in the change process
(Kazmi&Naarananoja, 2013).
8. Anchoring the changes in the corporate culture: The implementation of the change
in the employees is not complete until that change is reflected in the core values and
culture of the organisation. The corporate culture of the organisation should also
determine the changes in their visions. The leaders and managers should make
effective and continuous efforts for involving the change in every aspect of the
organisation. The change progress and success stories should be conveyed into the
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staff and meetings for motivating them. The change values and ideas should also be
included during the new recruitments and hiring.
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Conclusion
The paper concluded that the change implementation begins with the thought of change required
in the organisation. The managers and leaders should execute their efforts and strategies to make
the employees adopt the changes effectively with less resistance. The leaders should motivate
their followers through the heart and head to recognise the need for change. The organisation
usually implements changes in the internal environment to maximise the profits and outputs from
the activities and processes. The employees' responses towards changes in the organisation are
mixed as some react in anger, fear or an enthusiastic way. There are employees who are neutral
towards the changes in the workplace.
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