MANAGING CHANGE

Managing the change process



Managing the Change Process

“Because change is the only constant”

-Heraclites

Introduction

To understand comprehend the most recurring and prominent phenomenon, we shall cover about the concept of change that prevails in several instances. One must understand that change is one of the most important facets that pertain to exist on earth; the occurrence of change happens every time, anywhere and everywhere one move. One simple example of this that could be undertaken would be time; amongst the most perishable items, once lost will never come back in the same instance as it was before. To elaborate upon this example, there will always be a difference between December 14, 2010 and December 14, 2011. Almost one year gone, but the year, the time spent shall not come or return.

Here, in this paper, we shall dwell upon the changes that occur in terms of organizational progression and development. The focal point of discussion shall be for to understand and comprehend the whereabouts of how far and wide can changes in the organization contribute towards positive and expansive maturity of the company, which would prove beneficial, fruitful and yield profitable results.

Change Management

Change management pertains to describe those areas or places in an organization where changes (either in reporting, workload management or personnel relationship) could significantly improve the performance of the employees and simultaneously create a more effective and efficient production machine.

Planned change is usually a solution to a problem, or a result of dissatisfaction with the status quo. Planned change is usually triggered by the failure of people to create continuously adaptive organizations. Oftentimes, planned change initiatives focus on just surface-level changes, essentially leaving organizational assumptions, values, and beliefs unexplored. There are many change models that are used to aid practitioners in implementing change. These models can be broken into two types of change theories or approaches that organizations can use: radical and incremental. Within each of these approaches there are various models and/or processes (Smith & Siguaw, 2010).

Radical change approaches include, but are not limited to Six Sigma, quality function deployment, and re-engineering. Radical change models are used to jump-start an organization and are also used when a culture change is required. In a traditionally Midwestern family business atmosphere, change is likely to be more heavily resisted than in other organizations because the feelings surrounding the change tend to be deeper and more intense, and previous research shows that family values, goals, and relations deeply influence strategic change in family-oriented firms.

Research also shows that resistance derails most change efforts, with the most notable obstacle being management behaviours not supportive of the change. In a planned change effort, change agents are professionals who influence and implement the change; they are critical to the success of a change effort.

Change Management in Le Excellence

Understanding the need for change in Le Excellence is critically important for the whole management team. Managing change will not be an easy task but its effective implementation depends on the co-ordination of the team members and ...