An organization today regardless of its size is faced with the challenge of adaptability with the external and internal environment. Changes in an organization may sometimes be beneficial or have adverse affects on the growth in terms of profits and losses.
In today’s volatile business environment, one of the key aspects is measuring the performance of the organizations resources inclusive of human and monetary elements. Global transformation, competitive markets and demanding customers are the key indicators of how the organization is performing in the market.
Because of the rise in the competition level companies are forced to adopt strategies that involve retrenchment, trading stocks and even considering mergers and acquisitions to improve performance. Managing change can only be effective if the strategists at the top level consider analyzing the market situation before implementing changes.
At a glance
- Uses the PESTEL framework to assess the external business environment
- 20 sources in the bibliography
Contents
1. Introduction
2. Change Management
3. Models and Frameworks for Change Management
3.1 Change is Learning
3.2 Change is a Journey, Not a Blueprint
3.3 Problems Are Our Friends
3.4 Change Is Resource-Hungry
3.5 Change Requires the Power of Management
3.6 Emergent approaches to organizational changes
4. Drivers of Organizational Change
5. Resistance to Organizational Change
6. Performance Management is Crucial for Organizational Change
7. Conclusion
Objectives and Themes
This essay examines how organizational change management relates to organizational performance. It explores how managers can understand and respond to internal and external pressures, employee resistance and performance demands through established change management frameworks.
- Planned and emergent approaches to organizational change
- Lewin’s, Kotter’s and Fullan’s change frameworks
- Internal and external drivers of change
- Management roles and employee resistance
- Performance management and employee development
Excerpt from the Book
Change Management
Introducing systems for change management can influence the workforce to become more participative and have the opportunity to gain more knowledge. Effective management should be considered as an integrated part of the larger workforce and the management focus should be more concerned with driving the changes organization wide in all areas and also focus on improving performance to get the best business results.
When an organization or a company begins its operations, it creates a set of clear goals and objectives based on the mission and the vision. The platforms for achieving the main objectives are structured in accordance with the external and internal factors that may be influencing the business. However, to remain on top and have a competitive edge, organizations devise strategic plans which can only be executed over the course of time with constant alterations and revisions being made in the dynamic working environment.
Change can take place at any level in the organization from top to the bottom level. Yet, the changes that are noticed may not be as uniformly spread as everyone would like it to be. According to Balogun and Hope Hailey (2008), organizational change can take place at any time and remain competitive, yet bringing about some rare outcomes which may not have been expected. Apparently, implementing successful change programs can be very difficult as the success rates tend to be very low. Successful management change is crucial to any organization to survive the competitive business environment. Moran and Brightman(2001:11) implied that “the process of continually renewing an organization’s direction and structure, and capabilities to serve the ever-changing needs of external and internal customers.” Organizational change is often considered as a part of the strategic decision making of the organization. In order to survive in the competitive environment, the management needs to adapt to the external and internal environment. The pace of change management can be rapid or at a slow pace depending on what the reality is. Change is triggered by certain factors irrespective of internal or external competition. Relatively, the suggested frameworks by (Barnes, 2004 and Kotter, 1996) pointed out that they can come in all shapes and sizes, in different times.
“The early approaches and theories to organizational change management suggested that organizations could not be effective or improve performance if they were constantly changing” (Rieley and Clarkson, 2001).
Chapter Summaries
Introduction: The introduction considers why organizations initiate change and how managers and employees may perceive it differently.
Change Management: This section discusses strategic adaptation and distinguishes between discontinuous and incremental change.
Models and Frameworks for Change Management: The author examines Lewin’s and Kotter’s models, Fullan’s themes and emergent approaches to organizational change.
Drivers of Organizational Change: This section considers internal and external pressures, the PESTEL framework and the responsibilities of change management participants.
Resistance to Organizational Change: The discussion addresses psychological and organizational sources of resistance and approaches to managing it.
Performance Management is Crucial for Organizational Change: This section relates performance improvement to training, feedback, goal setting and coaching.
Conclusion: The essay brings together its discussion of change, organizational performance and the roles of managers and employees.
Keywords
change management, organizational change, organizational performance, strategic planning, Lewin’s model, Kotter’s model, emergent change, change drivers, PESTEL, employee resistance, leadership, performance management, employee engagement
Frequently Asked Questions
What is this work about?
It examines organizational change management and its relationship to organizational performance.
What are its central themes?
The essay covers change frameworks, internal and external pressures, management roles, employee resistance and performance management.
What is the main objective?
The work seeks to explain how organizations can understand and manage change while responding to pressures on performance.
What research method is used?
The author develops a literature-based discussion of published models, research and management approaches.
What does the main discussion cover?
It moves from types and models of change to environmental drivers, resistance, management responsibilities and employee performance.
Which keywords characterize the work?
Key terms include change management, organizational performance, strategic planning, employee resistance, PESTEL and performance management.
How are Lewin’s and Kotter’s models related?
The author links Kotter’s first four steps to unfreezing, steps five to seven to moving, and the eighth step to refreezing.
How does the essay approach resistance to change?
It discusses psychological responses and organizational barriers, then considers approaches associated with Kotter and Schlesinger, ranging from education to coercion.
What role does PESTEL play in the discussion?
PESTEL is presented as a framework for assessing political, economic, social, technological, environmental and legal factors in the external business environment.
- Quote paper
- Laila Habib (Author), 2014, Change Management. A Crucial Aspect for Understanding and Measuring Organizational Performance, Munich, GRIN Verlag, https://www.grin.com/document/301791
