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Date Submitted: 04/23/2016 02:58 AM
Change Management Strategy Report
Organisations are highly specialized systems and people working within the organisations are generally cynical to change in the work environment as they don't want to get into uncharted territory. It is the natural tendency of human being to live in their comfort zone and no one likes to be comfortable being uncomfortable even for a short duration (during the change process).
But, for organisations to survive and succeed in the current environment change is no longer optional. Organisations have to learn to love change to stay ahead of competition.
* An overview of change management
Definition - Change management is about moving from one state to another, specifically, from the problem state to the solved state (Jung, 2001).
But, the organisational terminology for change management can be varied and ‘change' may be used under different terms. E.g. when a company talks about re-engineering, restructuring, promoting cultural transformation, or keeping pace with the industry, then it is talking about change. Lewin (1951) conceptualized that change can occur at three levels.
* Change in the individuals who work in the organisation – that is their skills, values, attributes, and eventually behaviour. Leaders have to make sure that such individual behavioural change is always regarded as instrumental to organisational change.
* Change in the organisational structures and systems – reward systems, reporting relationships, work design and so on.
* A direct change in the organisation climate or interpersonal style – dealing with people relationships, conflict management and the process of decision making. (Leonard et al., 2003, cited in Mabey & Mayon-White (ed))
Change can be further classified as planned and emergent. When change is deliberate and is a product of conscious reasoning and actions is supposed to be planned. Emergent change is a direct contract to this and unfolds in an apparently spontaneous and...