CHANGE MANAGEMENT

Strategy and Change Management, Directing the District Dispatch

Strategy and Change Management, Directing the District Dispatch

Organizations Adopt Change Behaviours and Procedures

It is necessary for Jessica to understand the need for change in i-Devour 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 all members will have to realize the goal and objective of this change and align their tasks accordingly (Worley et al. 2001: pp. 210). Organizations have faced significant changes in the environment of the business with the changes in information technology, highly competitive firms in the industry and more focus on quality and customer services. It has been observed that change will remain a dilemma in how to cope with challenges that are often mutually exclusive: a challenge to assure high organizational change performance and a challenge to sustain organizational social integrity. However, in order to minimize the consequences, some approaches should be adopted to survive in the world of business (Muir Gray 2007: pp. 17-42).

Jessica will be discussing the change that will be implemented in the i-Devour setting by joining two wards for the purpose of cutting cost. We will be analyzing ways of implementing change effectively. In addition, we will be discussing the Lewin's model of change for understanding the concept of change and its proper implementation. Further, recommendations are made to i-Devour for successful implementation of change.

Self-Determination Theory (SDT)

Self-Determination Theory (SDT) is a relevant organizational behaviour research stream that addresses change in the workplace, and its acceptance. SDT research explores the consequences of work climates that enhance intrinsic motivation as well as the integration of extrinsic motivation, which contributes to important work outcomes. Worley et al. (2001: pp. 210) focused on workplace factors that support autonomy and facilitate internalization of extrinsic motivation. A workplace exhibiting such factors with timely, effective communications and training can serve to internalize the external motivation for IS implementation. Understanding and applying this theory of motivation helps the manager assess and use strategies to assist in the implementation of change.

Users' perception of management of change effectiveness

From the organizational behaviour area, a person acts to achieve, or to avoid, a desired or an undesired consequence. In order to manage change effectively information must be shared with employees, and their concerns must be addressed as they surface. Management of change must motivate employees by creating a work climate that satisfies basic psychological needs to enhance intrinsic motivation. A mandatory system can apply introjections, which entails taking in a value or regulatory process but not accepting it as one's own. Research findings imply that when people are coerced into doing something without a clear rationale, they generally become less interested in the task and will perform it only as long as some form of surveillance is in place. On the other hand, when people are provided with reasons and choices for doing the task, they generally become more interested in it and are more ...