https://www.arcticdental.com/oxkzg742 Organizational change entails practices, decisions, and actions that abandon existing norms and values to improve efficiency and performance.
Tramadol Online Canada Different factors affect organizational change management as managers strive to implement initiatives that can result in success. Many organizations utilize a comprehensive approach that incorporates different strategies or aspects in the change management process (Teczke, 2017, p. 199).
Tramadol Online Cheapest When developing an effective change process framework, modern organizations use change theories and consider the factors that affect the change process.
Change initiatives also coincide with organizational goals and objectives, ideally reflected in the change management vision. Ideally, communication of change strategy, preparation for change, management of resistance to change, stakeholder engagement, and influential leadership facilitate modern organizations in affecting change.
https://www.directhuisverhuren.nl/uncategorized/ia8yx6kiqn2 Change Theories
It is essential to understand the underlying theories that influence the organizational change management process to explore the best practices that affect organizational change. Lewin’s change theory is considered the foundation of the organizational change process.
Order Tramadol Overnight Visa The three-stage model proposed in this theory includes unfreezing, transition, and refreezing. In the first stage, the theory suggests that managers should destabilize the status quo by communicating the need for change. Further, the leaders also need to create buy-in for change among all stakeholders, such as company employees (Errida & Lotfi, 2021, p. 3). This personnel also need to be prepared for the imminent initiation of change.
Tramadol Ordering In the following phase, transition, the organization moves to the desired state. Notably, this is the stage where the change occurs, involving all the decisions and actions necessary to implement change. Refreezing entails acculturation of the new changes. In this phase, the workers adopt new practices, behaviors, and actions consistent with the change process (Errida & Lotfi, 2021, p. 3). Therefore, change at the organizational level, according to Lewin’s theory, involves establishing the need for change, implementing change, and developing a culture that supports the new changes.
Can You Order Tramadol Online Kotter’s model for change, similarly, coincides with Lewin’s three stages of change. Kotter proposes an eight-step framework to classify the process of organizational change. According to this theory, change begins by establishing a sense of urgency, which delineates the importance of change. The second step involves assembling the right team to initiate the change. The leadership then needs to develop a vision and strategy and communicate the vision to the project’s sponsors. Empowerment of personnel and recognition of short-term goals further moves the organization towards attaining change. In a gradual process, management should consolidate the project’s gains and, finally, integrate the new approaches within the organizational culture (Krishnan et al., 2018, p. 18). Institutionalizing change, therefore, involves introducing change, creating an empowered coalition, and recognizing the achievements in the change process.
https://mobileautorepairpros.com/on-site-mechanics/6cgbyrm Organizational politics determines the success or failure of change management. Organizational politics constitutes the attempts to influence people to attain a specific goal. This phenomenon also considers the individual interests and strategic objectives of the organization.
Within the organizational system, senior management or other executives may use their power or positions to promote self-interests or organizational interests. Such tactics directly impact change management (Buchanan & Badham, 2020, p. 11).
https://palmbeachplasticsurgery.com/lm1odve42c For instance, managers can use their roles to create organizational sensemaking where they incline their subordinates to support a specific point of view (Kulikowska-Pawlak, 2018, p. 159). If this antic entails developing, sustaining, and culturizing new changes, this process affects change management. Therefore, organizational politics act as an effective force that can positively or negatively contribute to organizational change.
Tramadol Online Cod Modern-day organizations must adapt to changes in technology since, in most cases, digitization raises the need to initiate organizational changes. Advancement in technology benefits organizations in different ways, including operational excellence and enhanced performance.
https://rishabhealthcare.com/zkk4blr57 Sartori et al. (2018) also denote that modern organizations strive to utilize new and valuable applications or innovations to conduct their operations in a dynamic and competitive business environment.
https://palmbeachplasticsurgery.com/tdvm84t1oy Additionally, organizations that operate on a global scale must contend with new systems to improve their efficiency and initiate quicker responses to competitors’ actions (Jalagat, 2015, p. 1235). Hence, technology is a critical aspect that drives change in modern organizations as companies adopt new inventions and innovations to enhance business operations.
Communication is another change determinant. Effective communication is critical to successful change management because stakeholders need to access all the change-related information. Stakeholders’ support for change is dependent on their capacity to realize and understand all the reasons underlying the need for change (Krishnan et al., 2018, p. 19).
Likewise, obtaining the buy-in of all sponsors requires vivid communication of the vision, strategy, and objectives of the change management process. Therefore, a communication plan or strategy that considers the information needs of all stakeholders is pivotal towards successfully affecting organizational change.
https://citycollege.ac.uk/oqs2ia2afth The duration for change management also indicates the success of the project. Multiple studies concur that long-term change management projects tend to be successful compared to change processes that take shorter periods.
https://www.directhuisverhuren.nl/uncategorized/a6tcsamnc According to Jalagat (2015), planned changes that last long-term reflect positive contributions to organizational success than short-term initiated change processes (Jalagat, 2015, p. 1234). Most organizations are fearful of long-term change projects because they might fail to take advantage of opportunities and lose the interests of key supporters.
https://araqueasociados.com/cewm4ocs9z Contrarily, long projects are reviewed frequently, so they are likely to succeed, unlike short-term projects that acclimate quickly with fewer reviews.
Tramadol Bula Anvisa However, to ensure the success of these long change management projects, organizations need to schedule milestones, assess the impacts of the projects, and review the milestones regularly (Krishnan et al., 2018, p. 20).
https://www.arcticdental.com/kdr2a40132i Hence, with an appropriate planning mechanism to assess the project’s viability, change management processes with longer durations tend to be successful.
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https://citycollege.ac.uk/qrjn995hk2 Developing Vision and Strategy for Change
https://qacraft.com/gijxuxemq Modern organizations initiate change by developing a vision and a strategy for change. Sponsors of change must clearly define the change process to all the stakeholders. This definition consists of the vision and strategy for implementing change. Additionally, this approach involves articulating the actions, steps, objectives, and activities necessary to attain change objectives. Most importantly, the vision must be aligned with organizational goals. This approach helps to create employee buy-in and, as such, helps to mitigate change resistance (Errida & Lotfi, 2021, p. 5). Thus, to effect change, organizations need to create stakeholder acceptance by developing a vision and strategy to implement the change.
Affecting change in the organization also entails assessing organizational readiness for accommodating the change. The organization as a whole should be willing and prepared and demonstrate the capacity to handle change. For one, the organisation’s environment, including organizational policies, culture, and resources, must be directed towards adapting to change. Specifically, organization culture must support the change management process. Likewise, resources must be dedicated to operations and activities that promote and sustains the change project. On an individual level, the personnel must showcase the skills, competency, and motivation necessary to cope with change (Zainol et al., 2021, p. 3). Thus, the organizational environment and employees must demonstrate resilience and abilities that are pivotal to change implementation.
Readiness of the organization can as well be determined by evaluating the competency of change agents. According to Jalagat (2015), incompetent change agents hamper change management.
Organizations, in this regard, must put in place people with the proper knowledge and expertise to execute and monitor the change process (Jalagat, 2015, p. 1236). Managing effort and preparing the project teams are also crucial practices in designing the change agents. In such cases, organizations depend on quality teams comprised of the best staff. These teams also understand their predefined roles and responsibilities and can work cohesively to achieve the set goals.
On the same note, successful organizations in change management ensure that the workers do not work beyond their existing responsibilities. To accommodate the change, the organization limits the extra workload to the utmost 10% beyond their regular tasks. Such practices keep up employee morale and enhance their capacity to assimilate the changes within the workflow (Krishnan et al., 2018, p. 20). Therefore, employees as change agents need to be managed cautiously by offering necessary training, integrating them into quality teams, and tracking their overall input in the change process.
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Another strategy for affecting change involves identifying and addressing the sources and causes of change resistance. The primary barrier to change management is resistance. In many organizations, employees tend to be resistant to change.
Jalagat (2015) revealed that resistance to change contradicts all efforts to change both on an individual and organizational level (Jalagat, 2015, p. 1235). Such resistance creates negative impacts that might impede the achievement of organizational goals.
In response, organizations must avail the tools and means to overcome resistance to change (Errida & Lotfi, 2021, p. 6). Hence, pinpointing areas and workers who resist change and deploying the correct mechanisms to remove these barriers goes long to initiate change management.
On an individual basis, employees resist change because they are fearful that the change will not coincide with their interests. Such employees are afraid to come out of their comfort zone and embrace new developments or ideas.
For such reasons, organizations that manage resistance challenge this status quo, imploring employees not to be comfortable in their current jobs. Moreover, management should not be content with the performance levels, which will inevitably mislead the workforce by not realizing the need for improvement (Jalagat, 2015, p. 1236).
Therefore, organizations that successfully implement change dispute the status quo and promote organizational goals ahead of individual interests.
https://rishabhealthcare.com/vhlehezffc Stakeholder Engagement
Across the entire change process, stakeholders must be engaged and committed to change management. Employees are the primary change agents, and, therefore, their motivation and commitment to the project are critical towards successful change management.
In this light, modern organizations keep employees motivated by recognizing and rewarding short-term improvements (Errida & Lotfi, 2021, p. 6). Workforce training updates empower personal and professional characteristics consistent with change demands (Sartori et al., 2018, p. 2). The available evidence, thus, affirms the importance of empowering employees through training and motivation.
Krishnan et al. (2018) also suggest that training employees for the planned changes ensure that the workers are ready for the process. In the same way, organizations need to be persuasive and make necessary organizational adjustments suitable to the needs of the employees to win the workforce’s support (Krishnan et al., 2018, p. 18). Stakeholder engagement, hence, involves recognizing the importance of employees as the main change agents and adopting ways to gain their trust and support towards change.
On a broader scale, other stakeholders, including sponsors, managers, and supervisors, must as well be motivated and committed to the change process. At all stages, organizations ensure that these groups actively participate in change management through a stakeholder engagement strategy. In this process, the organization ensures that there is stakeholder acceptance. Individuals are then assigned specific roles that directly contributes to change success. The approach further targets specific senior personnel, such as executives and senior managers, who avail the resources necessary to implement change (Errida & Lotfi, 2021, p. 6). Support from these individuals guarantees the credibility of the project and, therefore, helps to build commitment among all stakeholders. Thus, stakeholder engagement is a collective approach that considers the efforts of different organizational groups that offer support and change requirements.
https://araqueasociados.com/2j2z7pm3 The Role of Leadership
Organizational leaders are the main sponsors of change management, and, in this light, they play a critical role in promoting or affecting change. Successful change initiatives are built upon strong sponsorships from organizational leaders and managers.
These senior personnel solicit backing and spread influence among all stakeholders of the change management project. For instance, leaders influence individual employees to achieve a common goal that is consistent with the vision and strategy. Similarly, the leaders define the change objectives and empower employees to attain these goals (Errida & Lotfi, 2021, p. 7).
Moreover, they align different stakeholder interests with a common organizational goal that is in support of the change process. Hence, organizational leaders are key contributors of change because they play an influential role in rallying support from all stakeholders associated with the change.
Leaders also play a complex role in regards to resource distribution and streamlining operations that facilitate change management. According to Krishnan et al. (2018), modern era organizations rely on leaders who are able to redefine and redirect the use of resources when initiating change management (Krishnan et al., 2018, p. 19). Furthermore, the leadership organize the business process and allocate budgets to ensure that the organization is able to survive and succeed during change implementation.
Leaders as sponsors of change also possess certain attributes, traits, and leadership styles. Successful change programs are run by leaders with integrity. Such leaders’ ability to expedite and expertly execute the project is reliant on engendering honesty and commitment. The leaders further impart similar behaviors and practices among the members of their respective teams (Krishnan et al., 2018, p. 21). These leaders also utilize specific leadership styles to instill certain skills among employees that will help them cope with the changes.
Research indicates that transactional and transformational leadership styles facilitate leaders in this role. For example, transactional leaders reward their subordinates and, in this process, are able to recognize small wins in the change process. On transformational leadership, the leader empowers the employees by imparting knowledge, expertise, and vision (Zainol et al., 2021, p. 4).
In this way, the leader is able to communicate the change vision and strategy and empower employees as change agents to be ready to integrate the change management process. Hence, organizations use skillful leaders who are able to use leadership styles such as transactional and transformational leadership styles to communicate change strategy and prepare employees for change.
Change management entails a collective approach that prepares and supports individual organization groups in implementing organizational change. Change theories and factors that affect change are the prerequisites towards understanding change management. Modern organizations that are successful in implementing change develop a vision and strategy that is consistent with corporate goals. Organizations also assess the preparedness for change and identify sources of resistance to change. These entities also engage all stakeholders who act as change agents. Additionally, the leadership plays a critical role in communicating strategy, preparing change agents, and influencing stakeholders to achieve the change management goals.