Change Management in Small Organizations: Principles and Practices

This essay delves into the principles of effective change management and examines their practical application, particularly within the context of small organizations. The introduction highlights the significance of change management, referencing Lewin's model and emphasizing the shift from reactive to proactive organizational responses to environmental changes. The essay explores key principles, including addressing human needs, top-level leadership support, employee involvement, clear communication, and cultural assessment. The discussion also covers monitoring changes and gathering feedback. The second part of the essay focuses on applying these principles in small companies, using John Kotter's 8-step model as a framework. It outlines how small firms can establish a sense of urgency, create a guiding coalition, develop a vision, communicate this vision, empower employees, generate short-term wins, and consolidate improvements. The essay concludes by emphasizing the critical role of change management in helping organizations adapt, gain a competitive advantage, and achieve long-term success.

Change Management

TABLE OF CONTENTS
Introduction......................................................................................................................................3
Body 1..............................................................................................................................................4
Body 2..............................................................................................................................................6
Conclusion.......................................................................................................................................9
References......................................................................................................................................10
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INTRODUCTION
Lewin's model explains that there are contradicted internal, external forces some who drive
changes and other restrain it. When current policies and procedures do not give appropriate
results, then it becomes necessary to make effective modifications in the workplace to get
expected outcome (Vroue and et.al., 2012). Management of changes is the systematic approach
which helps to make required modifications by considering the perspective of entity and
individuals those who work in it. From the previous records it is a fact that earlier companies
were not that much able to respond properly, but with the better understanding of change
management now organisations are performing well. Statistical facts show that in 2003 due to
poor change management methodology firms success ratio was 34% but in 2005 it increased to
55%. Over the year performance of entities were improving and they became able to respond to
changing environmental conditions (Altamony and et.al, 2016) (p.690-703 ). 2013 was the
benchmarked year in which growth has been reached to 79%; business units are much more able
to respond to changing circumstances. Changes affect business to a great extent; there are some
uncertainties which can take place any time, so the manager of the company needs to be aware
and need to make require modifications in the organisation accordingly.
Change management is the systematic process, technique and tool which supports to
manage people at the time of implementing modifications to accomplish the business objective
(Cameron and Green, 2015). As per the view of Lamarsh, change management is the application
of knowledge and resources that assist the organisation in achieving its business strategies.
Sustainable changes and improvements in the workplace to get the outcome. Principals of
change management are addressing human needs, the involvement of each layer, proper
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communication, implementing modifications, continuous monitoring and review (Appelbaum
and et.al, 2012).
Present essay will discuss the principals of effective change management and how these
applications are being applied in small organisations.
BODY 1
Principals of effective change management
The Changes are the necessary part; this can support in improving the work-based
performance of individual and can help to accomplish its objective significantly. It is divided in
here main sections; adopt changes, control and monitoring. Internal and external environmental
keep changing, so it is very important for the entities to adopt the latest technologies and modify
their working procedures to get an optimistic outcome. Principals of effective change
management assist in implementing these effectively and to get good results (Worley and
Mohrman, 2015). There are many reasons for making modifications such as technological
advancement, competitive advantage, etc. Several guiding principals of change management are
discussed as below (Wavis and Coan, 2015).
Address human needs; It is the formal approach and helps to manage people while
making modifications in the organisation. It is the responsibility of HR manager to analyses
their behaviour and try to identify the needs of employees so that managers can make strategies
to fulfil their demand to make them positive towards the firm (Alfes, K. & et.al, 2013) (p. 330-
351). Before implementing modifications in the organisation, it is very important to analysis the
needs of staff members so that by fulfilling their demands company can make them ready to
accept changes. Transformation can create a problem in the entity of leaders of the firms has to
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take an impressive step to developing skills and capabilities among employees so that they feel
confident and be loyal towards the brand. It is the main pillar of change management (Alfes and
et.al,2013) (p.330-351).
Start at the top; it is the second main principals of transformation, it defines that leaders of the
organisation need to a speak in a similar way so that desired result can become out. Middle
layers have to understand the necessity of modification and require to support each other.
Principals of change management need to be followed that would help the entity in
implementing changes effectively in the workplace. Involvement of everyone; It is the next
principals which define that for making changes and managing people well it is important to
involve each layer in the modification process so that no confusion takes place and all support
each other. Strategies, programs affect each the layer, so the involvement of all of them is
equally essential (Appelbaum and et.al, 2012) (p.770).
Create ownership: Involvement all each layer is not sufficient to implement modifications
successfully it is very important to give power to all so that they can take their decisions and can
perform better in the workplace (Hornstein, 2015) (p. 291-298).
Communication is another principal of change management in which managers of the
companies need to effectively coordinate with each layer there should not be any confusion. The
message needs to be passed in each department in a systematic manner so that no
misunderstanding take place. Here it is very important that right information gets passed to each
layer (Hornstein, 2015) (p. 291-298).
Assess cultural landscape: Culture, value, belief are main elements. Each culture has its
language and attitude sometimes it can create misunderstanding and can create the problem of
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conflict in the workplace (Kotter's 8-Step Change Model, 2016). Through cultural diagnostics,
organisations can analyse the problems and can plan to minimise such type of issues in the
workplace. Technologies are the major modification, it can help in enhancing the financial
position of the organisation, but sales persons many times do not accept this changes. Therefore,
an entity needs to create such culture that everyone accepts it and works in the new technical
workplace. By assessing the cultural landscape, managers can implement changes significantly
(Kotter's 8-Step Change Model, 2016).
Monitoring changes; It is the next phase and principle in which organisation has to monitor each
activity closely so that if there is any drawback, then managers can make the plan to improve it.
Close supervision supports to reduce uncertainties in the workplace (Hornstein, 2015) (p. 291-
298).
Feedback; It is the principal of change management which defines that top authorities
have the to take the opinion of individuals who are working in the changing environment so that
if there is any mistake or lacking, points, then they can formulate strategies to improve it
(Altamony and et.al, 2016) (p. 690-703). By speaking to staff, members, managers can measure
the success of changes and can respond it timely (Kotter's 8-Step Change Model, 2016).
From, the above essay, it can be concluded that change management is the essential part with
the help of this organisation can sustain in this crucial environment easily. It assists to gain a
competitive advantage in the crucial corporate world. These principals guide managers to
manage its workplace and people well and implement modifications significantly (10 Principles
of Leading Change Management, 2014).
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BODY 2
Apply principals of change management in small companies
Principals of change management define that organisations can manage modifications in the
workplace significantly. But when it comes to small companies then it becomes difficult to
implement and manage changes. Due to lack of resources and unawareness managers can the not
take the immediate step. This topic will discuss the several models which can help to apply
change manage in small-sized entities.
John Kotter's 8- step model is very effective in this respect, with the help and guidance of
this approach managers of small firms can easily make changes in the organisation. It is divided
into eight parts. The first step is to establish a sense of urgency. Managers of small organisations
can examine the market conditions and can identify the potential crises and opportunity options
(Vroue and et.al., 2012) (p.2). It will help them to the create the sense of urgency of
modifications in the company. In this phase, leaders can make people aware about the necessity
of misinformation and can make them aware of benefits of it (Appelbaum and et.al., 2012, pp.
766-767). By communicating with staff members openly and honestly, these changes can be
applied to the entities.
By creating a guiding coalition, small organisations can manage changes in the
workplace. Managers of small firms need to assemble a group of people those who have enough
capabilities. By developing effective strategies, mission and objective of the company can be
accomplished (Campbell, 2008, pp. 25). It will help to lead people well, and they will be bale to
work in the new modified environment. By building a right number of a team at the right place,
this can be possible. Leaders of small firms need to encourage its lower team members so that
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they cooperate to them and accept modifications. Open communication is very effective in this
respect it will reduce misunderstandings, and they will be able to make people understand the
urgency of changes (Appelbaum and et.al., 2012, p. 768).
By creating a broad vision, this can be applied in the small organisations (Worley and Mohrman,
2015) (p.2)).
Clear vision can help in making proper systematic strategies to and it will help to make people
understand about the objective of the company so that they can support the team members and
put their best efforts to do well (Hornstein, 2015, pp. 294). By creating systematic strategy goal
of the firm can be achieved (Hornstein, 2015, p.292).
In the next phase managers of small firms have to communicate the vision with its employees.
Selection of proper communication channel is very important in this respect (Davis and Coan,
2015) (p.60). By making proper interaction with the workers and making them understand the
objective and vision, changes can be applied in the workplace significantly. Effective
coordination will support in implementing, changes, and people will support each other in
accomplishing the objective of the company (Campbell, 2008, pp. 28). By changing the
environment, the organization will be able to shape its business and will be able to gain rewards
to a great extent. The relationship between employees and stakeholders will support in
implementing changes (Appelbaum and et.al., 2012, p. 770). In the meeting managers of small
firms have to discuss the vision and need to address problems associated with the current
process. This will help in gaining the trust of people, and they will be ready for working in a new
modified environment.
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In the next phase when people give their positive concern then leaders have to work for
removing obstacles to implementing changes (Hornstein, 2015, p. 295). It can be possible when
small firms give power to its staff members and involve them in a decision-making process. By
this way, future conflicts can be removed to a great extent. Managers have to encourage its staff
members to take risks so that optimistic outcome can come out. Once, obstacles have been
removed then the company has to create short-term wins. It might be possible that people feel
unable to work in a new environment because of lack of knowledge so leaders of the entity need
to give training to them so that impact of changes can be positive. Because failure of
modifications harms the overall organisation and its economic position (Egan and Fjermestad,
2005, pp. 5). This will help to motivate employees and higher authorities. If an entity is getting
short-term achievement, then it means changes are good for the organisation (Appelbaum and
et.al., 2012, p. 772).
Consolidate improvements will help to gain success and gain competitive advantage.
Short term achievements are just beginning it can help in accomplishing main organisational aim
(Appelbaum and et.al., 2012, p. 773). Managers have to keep looking for the improvements so
that if there is any drawback, then they can make immediate changes in the process. Regular
evaluation of performance is very necessary, by this way the company will be able to move in a
right direction (Coll, J. M. 2014) (p.20). By following these steps small firms will be able to
apply changes in the organisations well, and they will be able to gain success (Campbell, 2008,
pp. 32).
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CONCLUSION
From the above essay, it can be concluded that change management is impressive process
through which small firms can get success and can turn into big organisations. Above study has
discussed principals of change management. These all are essential and guide top authorities well
so that they can implement modifications easily. The sense of urgency is the main principals it
helps to identify the market demand and condition, so managers can make effective strategies to
meet the needs. Clear vision and proper communication support in the process and help the
entities to implement changes in the workplace. Small firms have the great opportunity to grow
well and can competitive advantage. So leaders should make clear visions and strategies it will
help them in achieving their goal.
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REFERENCES
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Appelbaum, S. and et.al., 2012. Back to the future: revisiting Kotter's 1996 change model.
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Beglinger, J. E. (2015). Transitioning to Excellence in Nurse Staffing: A Statewide Initiative to
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Coll, J. M. (2014). Global Oriental Management: Transforming Capitalism and Maximizing
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Davis, M.& Coan, P., 2015. Organizational change. Psychology of Green Organizations, pp.244-
268.
Egan, R.W. and Fjermestad, J., 2005. Change and Resistance Help for the Practitioner of
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Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management. 33(2).
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Vroue & et.al., (2012). Organizational Change and Employee Participation.
Worley & Mohrman, S. A., (2015). A NEW VIEW OF ORGANIZATION DEVELOPMENT
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<http://www.strategy-business.com/article/00255?gko=9d35b>. [Accessed on 7th January
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