Change Management
Organizational change management is normally essential for businesses in the IT industry to maintain their competitiveness in the market. It is the structured approach utilized in guaranteeing that the changes are smoothly and thoroughly implemented for the attainment of last benefits related to the change in the IT organization. With the objective of successfully implementing the change initiatives, the change agents need to comprehend the fact that employees are very relevant in the change process. Additionally it follows that the reaction by the employees normally impacted by an assortment of factors such as their cognitions as well as emotions, communication and participation in the decision making (Towers, 2012). Organizational change takes place when the IT organization has the desire to move from their present operational state to some other future desired state. In this case managing the organizational change encompasses the process whereby the organization implements the change in a model that will lead to the least resistance from the employees. The organization that is implementing the change should also suffer the most minimal cost related to the process of adopting the desired change in the IT organization (Wittig, 2012).
Change Processes
The change management in the IT organization will revolve round thorough planning as well as being the sensitive implementation of the desired of the desired processes as well as strategies. Additionally the process must encompass the involvement of the individuals in the organization who are going to be impacted by the change in one way or the other. It follows that any organization that forces the change on the stakeholders end up suffering more problems than would have happened if they had been involved (McNamara, 2009). The change that the IT organization desires to implement has to be achievable, realistic as well as measurable. The process emphasizes on the people side of the change along with targeting the leadership at the various organizational levels encompassing the senior leaders, executives, senior managers, and the line supervisors. The implementation of change management is effective, with the engagement of the various stakeholders in the change process. These stakeholders should be working collectively in the attainment of a unitary agenda, attaining the benefits and delivering the desired results (Yukongdi, 2009).
The current dynamic business environment the changes in the IT organizations as well as the strategies used in addressing the change are significant in trying to establish as well as maintain the transformation across the various locations. The manner in which the IT business manages their change as well as how they successfully implement the change is dependent on the stakeholders they involve in the change process (Tata Consultancy Services Limited, n.d.). Additionally it is dependent on how well the organizations, as well as the individuals, have understood the necessity of the change along with the process involved. Application of the change managements in the IT organizations is instrumental in the realization of the goals relating to the planned as well as the unplanned change both externally and internally. It additionally assists in the diagnoses of the problems related to the transition before these problems become a crisis for the IT organizations (Schulte, 2010).
The Change Models
The Kotter’s *-step model of change argues that the change in the organization will only be successful in the event that 75% of the organization’s management needs to buy into the change premises. (Palmer, Dunford, & Akin, 2009) argue that the model normally has 8 actionable step processes for the implementation of the successful transformations and encompasses:
1. The establishment of notion of urgency of implementing the change whereby the agents helps others to see why the change is very necessary for the organization. Additionally the change agents should ensure that the rest of the stakeholders convinced on why the acting about the change done immediately.
2. The creation of the guiding collation entails assembling the group with the adequate power to enforce that the change effort. The management should be encouraging the group to be working as a team in the attainment of the change.
3. Developing the vision for the change will involve the creation of the vision that will play a significant role in the directing of the change efforts in the appropriate direction. The management should ensure that they develop the necessary strategies that will be significant in the realization of the organization’s vision.
4. Communicating the vision effectively to promote the buy-in revolves around ensuring that numerous people comprehend and additionally accept the vision as well as a strategy.
5. Empowering action on a broad base will revolve around removing the various obstacles affecting the change, change structures as well as the systems with the potential to seriously undermine the vision.
6. Generation of the short term wins will revolve the planning for those achievements that can readily be mad visible and additionally following through the achievements and recognizing as well as rewarding the involved employees.
7. Failing to let up entails the utilization of additional credibility to the change structures, systems as well as policies that are not aligning to the vision. Additionally it should encompass the hiring, developing as well as the promoting of those employees with the ability to implement the vision.
8. The incorporation of the change in the structure of the IT organization will involve articulating the existing connections between the prevent behaviors along with the organizational success. It should additionally encompass the strategies that will guarantee that the leadership development, as well as succession, is possible.
Lewin’s 3-step change management model involves the three phases of heat change in ice encompassing unfreezing, change and finally the refreezing stage (Robbins, & Judge, 2009).
1. The unfreezing phase in organizational change management entails putting the necessary preparations in place to make the organization ready for the acceptance of the necessary change. Additionally the management of the IT organization should break down the prevalent status quo necessary for building up a contemporary means of operating.
2. The change phase involves the IT organization moving into the transition state once the change has initiated. In this phase, adequate leadership, as well as reassurance, is normally necessary to ensure that the process is successful.
3. The refreezing phase encompasses the IT organization stabilizing with the employees refreezing as they undertake their responsibilities in the new guidelines. Acknowledgment of the employees who had exemplary efforts in the implementation of the change implemented in this phase.
The McKinsey 7-S Model of change management entails a holistic view of the IT organization. The seven phases of the model include:
1. Shared values
2. Strategy
3. Structure
4. Systems
5. Style
6. Staff
7. Skills
The benefits associated with the model include the fact that it presents an effective strategy for the diagnoses as well as comprehension of the IT organization. Additionally it offers the effective guide towards the management of change in the IT organization. The model normally offers a combination of rational as well as an emotional approach in addressing the change. Also, the model encompasses the addressing of the various issues in the organizational change in an integral aspect thus increasing the possibility of making the change a success (Tata Consultancy Services Limited, n.d.).
Organization Conflict
Any form organizational change is normally met resistance from the various stakeholders even when the change is bringing better results to the organization. The various reasons as to why employees resist change include the occasions when there is a lot of uncertainty surrounding the change. The more the uncertainty about the effects of change the greater the conflict that will be arising from the stakeholders involved (Schulte, 2010). Some of these uncertainties include the fear of losing a job or even the cutting of salaries as well as losing the close friends at the workplace. The fact that the general impression of change relates to the probable threat relating to an issue the employee’s value will lead to increased opposition. Lack of trust in the individuals implementing the change is the other issue that contributes to the increase in opposition to the organizational change (Yukongdi, 2009).
Dealing with Resistance
Some of the strategies applied in the resolution of the conflicts during the organizational change management include ensuring that the management listens to the various issues the employees are raising. Once all the issues that the employees are raising heard, the management should consequently embark on finding solutions to the issues. Reassuring the employees that the issues or the threats they believe the change will cause additionally offers another outlet that will assist in bringing them to the change process (McNamara, 2009). Adopting an open door policy whereby the employees can visit the office of the change executive and get answers to their queries will increase the level of trust and consequently make them accept the change. Communicating effectively on the advantages to be gained from the change will additionally make the employees realize that they will also benefit and thus join the change implementation team (Schulte, 2010).
References
Prosci Inc. (2012). Best Practices in Change Management. Colorado.
Tata Consultancy Services Limited. (n.d.). Business Process & Change Management.
Towers Watson. (2012). 2011-2012 Change and Communication ROI Study: Clear Direction in a Complex World.
Robbins, SP & Judge, TA 2009, Organizational Behaviour:13th Edition, Pearson Prentice Hall, New Jersey.
Yukongdi, V 2009, MGT5000 Management and Organisational Behaviour: Study Book, University of Southern Queensland, Toowoomba
Palmer, I., Dunford, R., & Akin, G. (2009). Managing Organzational Change, a Multiple perspectives approach (Second ed.). New York, NY: Mcgraw-Hill.
Schulte, A. (2010). Leading Bold Change. Leadership Excellence, 27(4), 4.
Wittig, C. (2012). Employees' Reactions to Organizational Change. OD Practitioner, 44(2), 23-28.
McNamara, Carter (2009). "Basic Context for Organizational Change." Free Managment Library. 27 May 2009
Sherry Roberts is the author of this paper. A senior editor at MeldaResearch.Com in pre written essays online if you need a similar paper you can place your order from custom nursing essay.
Change Processes
The change management in the IT organization will revolve round thorough planning as well as being the sensitive implementation of the desired of the desired processes as well as strategies. Additionally the process must encompass the involvement of the individuals in the organization who are going to be impacted by the change in one way or the other. It follows that any organization that forces the change on the stakeholders end up suffering more problems than would have happened if they had been involved (McNamara, 2009). The change that the IT organization desires to implement has to be achievable, realistic as well as measurable. The process emphasizes on the people side of the change along with targeting the leadership at the various organizational levels encompassing the senior leaders, executives, senior managers, and the line supervisors. The implementation of change management is effective, with the engagement of the various stakeholders in the change process. These stakeholders should be working collectively in the attainment of a unitary agenda, attaining the benefits and delivering the desired results (Yukongdi, 2009).
The current dynamic business environment the changes in the IT organizations as well as the strategies used in addressing the change are significant in trying to establish as well as maintain the transformation across the various locations. The manner in which the IT business manages their change as well as how they successfully implement the change is dependent on the stakeholders they involve in the change process (Tata Consultancy Services Limited, n.d.). Additionally it is dependent on how well the organizations, as well as the individuals, have understood the necessity of the change along with the process involved. Application of the change managements in the IT organizations is instrumental in the realization of the goals relating to the planned as well as the unplanned change both externally and internally. It additionally assists in the diagnoses of the problems related to the transition before these problems become a crisis for the IT organizations (Schulte, 2010).
The Change Models
The Kotter’s *-step model of change argues that the change in the organization will only be successful in the event that 75% of the organization’s management needs to buy into the change premises. (Palmer, Dunford, & Akin, 2009) argue that the model normally has 8 actionable step processes for the implementation of the successful transformations and encompasses:
1. The establishment of notion of urgency of implementing the change whereby the agents helps others to see why the change is very necessary for the organization. Additionally the change agents should ensure that the rest of the stakeholders convinced on why the acting about the change done immediately.
2. The creation of the guiding collation entails assembling the group with the adequate power to enforce that the change effort. The management should be encouraging the group to be working as a team in the attainment of the change.
3. Developing the vision for the change will involve the creation of the vision that will play a significant role in the directing of the change efforts in the appropriate direction. The management should ensure that they develop the necessary strategies that will be significant in the realization of the organization’s vision.
4. Communicating the vision effectively to promote the buy-in revolves around ensuring that numerous people comprehend and additionally accept the vision as well as a strategy.
5. Empowering action on a broad base will revolve around removing the various obstacles affecting the change, change structures as well as the systems with the potential to seriously undermine the vision.
6. Generation of the short term wins will revolve the planning for those achievements that can readily be mad visible and additionally following through the achievements and recognizing as well as rewarding the involved employees.
7. Failing to let up entails the utilization of additional credibility to the change structures, systems as well as policies that are not aligning to the vision. Additionally it should encompass the hiring, developing as well as the promoting of those employees with the ability to implement the vision.
8. The incorporation of the change in the structure of the IT organization will involve articulating the existing connections between the prevent behaviors along with the organizational success. It should additionally encompass the strategies that will guarantee that the leadership development, as well as succession, is possible.
Lewin’s 3-step change management model involves the three phases of heat change in ice encompassing unfreezing, change and finally the refreezing stage (Robbins, & Judge, 2009).
1. The unfreezing phase in organizational change management entails putting the necessary preparations in place to make the organization ready for the acceptance of the necessary change. Additionally the management of the IT organization should break down the prevalent status quo necessary for building up a contemporary means of operating.
2. The change phase involves the IT organization moving into the transition state once the change has initiated. In this phase, adequate leadership, as well as reassurance, is normally necessary to ensure that the process is successful.
3. The refreezing phase encompasses the IT organization stabilizing with the employees refreezing as they undertake their responsibilities in the new guidelines. Acknowledgment of the employees who had exemplary efforts in the implementation of the change implemented in this phase.
The McKinsey 7-S Model of change management entails a holistic view of the IT organization. The seven phases of the model include:
1. Shared values
2. Strategy
3. Structure
4. Systems
5. Style
6. Staff
7. Skills
The benefits associated with the model include the fact that it presents an effective strategy for the diagnoses as well as comprehension of the IT organization. Additionally it offers the effective guide towards the management of change in the IT organization. The model normally offers a combination of rational as well as an emotional approach in addressing the change. Also, the model encompasses the addressing of the various issues in the organizational change in an integral aspect thus increasing the possibility of making the change a success (Tata Consultancy Services Limited, n.d.).
Organization Conflict
Any form organizational change is normally met resistance from the various stakeholders even when the change is bringing better results to the organization. The various reasons as to why employees resist change include the occasions when there is a lot of uncertainty surrounding the change. The more the uncertainty about the effects of change the greater the conflict that will be arising from the stakeholders involved (Schulte, 2010). Some of these uncertainties include the fear of losing a job or even the cutting of salaries as well as losing the close friends at the workplace. The fact that the general impression of change relates to the probable threat relating to an issue the employee’s value will lead to increased opposition. Lack of trust in the individuals implementing the change is the other issue that contributes to the increase in opposition to the organizational change (Yukongdi, 2009).
Dealing with Resistance
Some of the strategies applied in the resolution of the conflicts during the organizational change management include ensuring that the management listens to the various issues the employees are raising. Once all the issues that the employees are raising heard, the management should consequently embark on finding solutions to the issues. Reassuring the employees that the issues or the threats they believe the change will cause additionally offers another outlet that will assist in bringing them to the change process (McNamara, 2009). Adopting an open door policy whereby the employees can visit the office of the change executive and get answers to their queries will increase the level of trust and consequently make them accept the change. Communicating effectively on the advantages to be gained from the change will additionally make the employees realize that they will also benefit and thus join the change implementation team (Schulte, 2010).
References
Prosci Inc. (2012). Best Practices in Change Management. Colorado.
Tata Consultancy Services Limited. (n.d.). Business Process & Change Management.
Towers Watson. (2012). 2011-2012 Change and Communication ROI Study: Clear Direction in a Complex World.
Robbins, SP & Judge, TA 2009, Organizational Behaviour:13th Edition, Pearson Prentice Hall, New Jersey.
Yukongdi, V 2009, MGT5000 Management and Organisational Behaviour: Study Book, University of Southern Queensland, Toowoomba
Palmer, I., Dunford, R., & Akin, G. (2009). Managing Organzational Change, a Multiple perspectives approach (Second ed.). New York, NY: Mcgraw-Hill.
Schulte, A. (2010). Leading Bold Change. Leadership Excellence, 27(4), 4.
Wittig, C. (2012). Employees' Reactions to Organizational Change. OD Practitioner, 44(2), 23-28.
McNamara, Carter (2009). "Basic Context for Organizational Change." Free Managment Library. 27 May 2009
Sherry Roberts is the author of this paper. A senior editor at MeldaResearch.Com in pre written essays online if you need a similar paper you can place your order from custom nursing essay.
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