Leading a Major Planned Change

Leading a Major Planned Change

Introduction

Change in an organization refers to any action or set of activities that cause shift in the management process, or direction and affects the manner an organization functions. Change process can be planned and schemed properly or it could be intentional directed by the executives in the organization (Kotter, 2012). Implementation of change imitative requires the participation of human resource, and this appears challenge for leaders to make the change process acceptable across the organization. Directing and guiding the staff members to accept change process will appear to be the next competitive edge for the organization over its rivals. This forms the background of Tim Galpin's text, which provides insight and practical guide on the subject matter of organizational redesign (Galpin, 1996) .

Galpin offers a realistic and helpful direction that should be considered necessary for all those who are actually involved in the organizational change. Author is offering his consultancy services with Pritchett and Associates, located in the state of Dallas. His credible text provides business leaders with a practical guidance and direction towards the 'soft' side of the change process in the organization based upon team participation. The subject matter is further supported by figures and illustrations that are quite helpful to precede the change process smoothly across the organization. Main concerns and key issues are discussed in the tool kit of appendix section. Basically, this text offers a fundamental and practical guide for business leaders and executives looking for what exactly to carry out after the change administration mentors leave. Gaplin steers the human fundamentals of the change initiative and envelops the process all over the organization.

Discussion

Text Analysis

Leading a planned change initiative, organizational growth, and change administration are topics that are mostly debated all over the organization nowadays. Bestsellers books and texts related to the field of academic sphere and professionals are talking about the hot topic of organizational change initiative. It has been observed that every organization change its management process not just to continue to survive in the market, but also to keep its significance in a competitive market, maintain its competitive position, show constant development to the world, and carry out fast communication. In turn for planned change to bring a benefit and promote organizational development to supreme level of services, that change must be knowledge based and determined by collaborative efforts (Stankosky, 2004).

However, the most carefully planned change initiatives in the organization can bring fruitless and unproductive results if human resources are not considered by the management. The individual side of change is a gradual action-plan for the change initiative that needs complete participation and involvement of a company's leading asset: its employees. From the planning phase to the execution phase to behavioral change, Galpin demonstrates how a coordinated approach- that gives consideration to the soft side features of the procedure-can make a real differentiation between transformation for the better and no change initiative at all

Moving on a decade of consultancy practice and know-how with ...