Study On Managing Organizational Change Management Essay

Study On Managing presidencyal win over circumspection Essay1.1 IntroductionAccording to the Future Administrative strategys Team (University of Houston, 2004), managing adjustment is a systematic process of taking into account the global conditions impact an face, as well as specific conditions in the establishment. The swop worry methodology examines the current surround with rate to organization culture, communication, organization design, frolic design, infrastructure, personnel, skills and knowledge, pile/ elevator car interfaces, and incentive systems. Organizations ar defined as systems comprising elements of ball organisational vigilance and operations as well as elements of much informal aspects of organisational life (Senior and Fleming 2006).Several definitions of organizational tack deal been presented over the years, For example, Burnes (1996)suggests that organizational stir means the understanding of alterations within organizations at the broadest level among individuals, groups, and at the collective level across the entire organization. Managing ex win over requires Methods and processes that serve up individuals in adjusting constructively to brisk systems, procedures, processes, workflow, organizational relationships and new(prenominal) differences as they occur.Three important factors atomic number 18 acknowledged in the above definitions of motley way the organizations culture, the pack and communication. Managing trans jutt and liaising with stakeholders in fiat to perform exchange ar integral parts of good staff and project management, tho change is never easy to manage. The adoption and carrying out of a young system exit bring nigh change to any organization. sometimes the changes required by an organization ar likely to have incited the encyclopedism of the sassy system. Adoption of a new system cornerstone life a changed approach, but the system itself is not respected as the change. The or ganization has to be prepargond for the change in order not to be seen as the cause of the change thus preventing resentment and resistance which may exceed to the hardship of the system implementation.An example of this is the implementation of a Virtual precept Environment (VLE) and Managed Learning Environment (MLE) in a university. Such environments are always part of an institutional strategy about fall uponing and manduction knowledge, but a university cannot be converted to a contrary figure of learning organization simply by implementing a VLE or MLE. The implementation of system projects must run in tandem with change projects. However, putt the responsibility on the implementers of the system is likely to result in the failure of the project. In the context of a system implementation, change management will require an institution to anticipate, prepare for, manage and undergo major organizational change from one state to a newer state. The change can be represented by-The legacy system to the replacement system-One organizational mission to extended institutional pursuits-One infrastructure and set of skills to a different make-up-Old business processes to new trading methods-De centralized ways of working to centralized functions-One set of values to an adjusted collection of principles and standards and/or-A known management approach to some other styles of governance.Al approximately all people are ill at ease(p) about change. Many will resist it consciously or subconsciously. sometimes those fears are well founded the change really will have a negative impact for them. In many cases, however, the target population for the change will come to realize that the change was for the better (reference)The pace of change is ever increasing particularly with the advent of the Internet and the rapid deployment of new technologies, new ways of doing business and new ways of conducting ones life. organizational transfer Management seeks to und erstand the sentiments of the target population and work with them to promote in effect(p) delivery of the change and enthusiastic support for its results.D.C. Brandenburg and C.V. Binder (1992) suggests that managing change requires Methods and processes that assist individuals in adjusting constructively to new systems, procedures, processes, workflow, organizational relationships and other differences as they occur. in that location are two related aspects of organizational change that are oftentimes conf utilise. In organisational Change Management we are concerned with triumphant the hearts and minds of the participants and the target population to bring about changed behaviour and culture. The distinguish skills required are founded in business psychology and require people people.Organizational Design may be a specific impersonal of the project, for example where there is to be a reduction in the workforce, or it may just be a consequence of the changed business processe s and technology.Organizational Change Management issues are often under-estimated or ignored entirely.Typically, the ideal of organizational change is in regard to organization-wide change, as opposed to small changes such(prenominal) as adding a new person, modifying a program, etcetera instances of firm-wide change mogul include a change in mission, restructuring operations (restructuring to self-managed teams, layoffs), new technologies, mergers, major collaborations, new programs such as Total Quality Management, re-engineering, etc.2.0 Organisational Change and TransitionsThere are two approaches to organizational change, namely labored systems influence for changeSoft systems model for changeThe hard systems model for change (HSMC) definition of an organization is a stable, formal structure that takes resources from the environment and processes them to produce outputs (Laudon and Laudon, 2000) dapple the soft system model for change (SSMC) regard an organization as a c ollection of rights, privileges, obligations and responsibilities that are delicately fit over time through conflict and conflict resolution (Laudon and Laudon, 2000).2.1 sticky Systems Model for Change (HSMC)This approach has identified some unspotted school days. The upright school is a management perspective that emerged during the 19th and early twentieth centuries that emphasized a rational, scientific approach to the study of management and seek to make organizations efficient operating machines (Daft, 2008). Some of the key players in the classical school include Frederick Taylor (1856-1915) who proposed the scientific management- a systematic method of find out the best way of getting a job done and specifying the skills involve to do it as well as the machine theory which discharged the psychological aspects of behaviour because workers were regarded more like machines. The two methods had a build division of tasks and responsibilities between workers and manageme nt. The scientific plectrum of people encouraged the selection of people with appropriate abilities to do newly designed job.Another major player was Henry, L. Gantt who developed the Gant chart used to measure planned and blameless tasks at each stage of production. A good classical school is the Fordism. This involves the application of scientific management principles to workers jobs, installation of single purpose machine tools and assembly line with provision mass production and systems and control units. otherwise key players include Weber who identified bureaucracy as a legal rational type of authority and Fayol who listed planning, organizing, commanding, coordinating and controlling as the five basic management functions in administration.2.2 Soft Systems Model for Change (SSMC)This approach has identified the problems with organizations, namelyHighly complexmulti-dimensionalhave problems that are difficult to locate and defineNeed total solutions.Problems with organizat ion can either be resolved, solved and dissolved (Ackoff, 1993). According to Ackoff, to resolve a problem involves the selection of an fulfil that yields an outcome that is good enough. This approach relies on the use of common sense experience and to some extent, trial and error. This often used by most managers in decision making and is also called the clinical approach in dealing with messes because it involves reaching a consensus by a group of people on how to resolve a problem. This approach keeps most people happy and on board with the change but lacks uninflected rigour in its formation of the object lenss, thus, does not indicate how far the objectives of the change have been met.To solve a problem involves eschewing the use of common sense and base decisions on quantitative models like the use of scientific models kinda than qualitative models. This is also called the research approach to mess management as it is likely to be used by scientific or technologically in clined managers. From the fore-going, the two approaches mentioned are limited in their capacity to plan and implement change hence, the suggestion of a third approach called the fancy of dissolving a problem.To dissolve a problem involves changing the reputation and/or the environment of the entity in which it is embedded so as to channel the problem (Ackoff, 1993). This approach is also called the design approach because problem dissolvers in addition to using the methods of problem resolvers and solvers seek to redesign the characteristics of the larger system containing the problem like changing the organizational structure, culture and processes. Only a few managers use this method and these are those that have the principal objective of development rather than growth or survival and who recognize it.3.0 The Organizational development ProcessThis approach identifies the importance of the people that make up the organization. It identifies that people at all levels of the org anization are individually and together with the drivers and engines of change. The assumption is that people perform better when they have high theatrical role of life and that workers that are under-utilized are capable of contributing towards the goal of the organization if given the opportunity of taking more responsibilities.Paton and McCalman (2008) identified ternary concepts with respect to managing people and gaining their perpetration to work in an organizationOrganizations are about peopleManagement assumptions about people often lead to un fruitful design of organizations and this hinders performance.People are the most important asset and their commitment goes a long way in determining effective organization design and development.Total Systems Intervention (TSI), developed by Flood and capital of Mississippi (1991), is a meta-methodology that brings together a range of systems metaphors, a framework of systems methodologies, and dissimilar systems approaches to e nable creative problem solving. In a process of TSI, systems metaphors are used to encourage creative thinking about organisations and the issues confronting managers.The discipline of Organizational outgrowth has evolved over the past fifty years or so. some(prenominal) French and Bell, describe organizational development asa long-term effort, led and back up by top management, to break an organizations visioning, empowerment, learning, and problem-solving processes, through an ongoing, collaborative management of organization culture-with special emphasis on the culture of intact work teams and other team configurations-using the consultant-facilitator role and the theory and technology of applied behavioral science, including action research. (French Bell, 1999, pp. 25-26)On a practical day-to-day level, we think of OD as an ongoing, thoughtfully planned effort by all members of an organization to improve how that organization operates, serves its stakeholders, fulfills it s mission, and approaches its vision. What are more compelling than the definition of Organizational Development are the underlying and continuously evolving philosophy and values of the discipline3.1 Lewins one-third phase model of changeLewin (1951) proposed an extensively referred literature on change. It consists of three phasesUnfreezingMovingRefreezingUnfreezing involves shaking up of peoples habits of thinking and behaviour in order to create their awareness for need for change. This implies the change of the status quo by change or weakening the forces that could push or maintain the change (Cummings and Worley, 2009). This might involve the selective promotion of employees or termination of employment (Goodstein and Burke, 1993). A good example is the case of Pitford College in shire horse County. A member of staff was promoted to director of open and resource based learning (ORBL) while others had their responsibilities changed from teaching the students to tutoring stud ents working in self service types of learning environment. discontinue of the unfreezing process was the consultation with the head of departments and decision makers to discuss new developments which were seen as challenging the status quo on education.Moving is the second stage of the Lewis change process and it involves making the actual changes that will move the organization to a new state. This includes the establishment of new strategies and structures to new ways of doing things. For example, In the Shire County, the ORBL involved a series of seminars on concepts of ORBL for staff. In addition, Pitford Collge, one of the other two colleges in the County, large new ORBL centres were built with multimedia teaching and learning facilities.Lewins final phase in the change process is the refreezing and this involves alter or institutionalizing the changes. This involves making sure that new changes are secured and prevented from back slide and may even involve the recruitment of new staff that are untainted with the old habits. The continual involvement and support of top management is very crucial and essential at this stage. Once the changes have been made, it is also important to reinforce the changes with symbolic actions and signs such as change of logos, building designs, forms of dress, and ways of grouping people to get work done. It is essential to continually collect data and feedback to track the progress of the change and to monitor the get on change in the light of environmental changes.According to Senge (1990)learning organizationsexists where people continually expand their capacity to create the results they truly desire, where new and larger-than-life patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.The basic rationale for such organizations is that in situations of rapid change only those that are flexible, adaptive and productive will ex cel. For this to happen, it is argued, organizations need to discover how to tap peoples commitment and capacity to learn at alllevels