Implementing And Leading Change Management Essay

Implementing And Leading Change oversight Essay organizational Change is an important issue and within organization. Changes can due to many ways such mixture in prudence system, change in accounting system, change in market demand and change in competitors in the market. Organizational is an action or set of an action for the reason of changing the estimateion or execute of the Companys work. In addition, change is a fact of participations life. Due to give out of the organization it has to change the way it works.Change in organization may affect the business outline of the organization, and the carry through companies carry out to accomplish that strategy and the workforce engage. Generally, some change are small does not affect organizations main strategy but some change is the reason of organization transformation.However, come up panned and downed change ensures organizational survival in methodrn days competitive market. Change can produce many benefits for the o rganization such ameliorate and bust competitiveness, better financial performance, satisfied employees and higher level of customer. Benefit may take long while to pass and period of passageway is m of disturbance uncertainty. Thought, change is not always positive but it can be handle such a way that strength than weaken the loyalty of the people to an organization.Therefore, change process of the organization must be managed in order to keep the company moving towards its raw vision and its stated objective. Also, organizational change actually is about people changing. So the change must be began with concern fo its impact on the workforce of the organization. However, change is the start out of organizational development process it is an ongoing and bring strength to the company for future victor. I addition, organization generally bring change for response to impertinent environment such social, legal, economic, political and technological factors.3.2. Change Manage mentChange management is structural approach to transitioning person, teams and organization from a existing state to mandatory future level to achieve or execute a vision or strategy. Change is an organizational procedure aimed to employees to acknowledge and clinch change in their current environment.However, Change management can be define in three ways firstly, Change management as a systematic process is the formal process for the organizational change, consist a systematic approach and knowledge. Second, Change management as means transitioning people it is a critical fare intimately of a project that requires, manage and enable people to accept bleak process, system, technologies and value and it is a set of activities what transit people from their current way of working(a) to the desired way of working. Finally, Change Management as Competitive Tactic it is a continuous process of aligning an organization with its marketplace and doing so more than responsively and eff ectively than competitors (Lisa et. al., 1997).3.3. Common Obstacles to Chang and Reason of Change FailA 2006 Harvard Business review found out that 66% of change scheme does not achieve their desired company outcomes. They have identified five most common reason or obstacles to change such as Employees resistance, communication breakdown, insufficient time devoted to training, staff turnover during transition process and cost exceeded the budget. From five only three (red circle in Figure 2) can be correct by the change attraction Employees resistance, communication breakdown and staff turnover during transition. Table 1 subjected the overview of the leadership role in terms of obstacles.Figure2 Obstacles Experience during major(ip) Organizational ChangeChange ObstaclesLeaders fiberEmployee Resistance Leverage relationship with team to address employee concerns on a personal level. Ask for employees feedback and fight to their concerns honestly and openly. Review the componen t on Managing Change in this guide.Communication breakdown Communicate main information to employees on an on-going and regular basis. Review the section on Communication in this guide.Staff turnover Connect team by involving them in the initiative. Coach, Mentor and enrich their roles.Table 1 Overview of Leader Role in Change ObstaclesKotter (1995) states following Eight Errors common to organizational Change Efforts and the consequences three consequencesError 1 Allowing too much contentment or complacencyError 2 Failing to gain leadership supportError 3 Underestimate the supremacy of visionError 4 Under communication with the visionError 5 Allowing obstacles to block the visionError 6 Failing to get short term winError 7 Declining supremacy too soonError 8 Neglectiong to anchor change firmly in the cultureConsequences 1 New business strategy not implement wellConsequences 2 Reengineering takes too long timeConsequences 3 Quality program do not bring bank for result3.4. Chang e Management ModelThere are many stupefys available to help lead change. The main common and used model of change management is Kotters Eight locomote of change management. This model of change management given below (Kottes, 2006)Step 1 Establishing a Sense of UrgencyFirst step of the change management is help other to understand the need for change and act immediately, Do SOWT analysis to identify competitive realities and then identify and discuses possible dangers. (Kottes, 2006).Step 2 Creating the Guiding CoalitionSecond step of Ktters model is to switch sure there is powerful group leading the change, individual with leadership skill, credibility, bias for action, chest and analytical skill, then build a team and forming influential guiding union and getting the team to work together for a common purpose (Kottes, 2006).Step 3 Developing a Vision and StrategyThe third step is to explain how the future entrust be unlike from the past, and how you will build the future rea lism, creating a vision to help direct the change effort, getting the vision and strategy right and developing strategies to accomplish the vision (Kottes, 2006)..Step 4 Communicating the Change and VisionTo make sure that the as many as employees understand and accept the vision and strategy arise from change, a choke communication is needed between leadership and workforce to communicate vision and strategy (Kottes, 2006)..Step 5 Empowering Broad-based actionThe fifth layer is to remove as manay as barriers possible than it is easy to make a vision into reality. This step help to allow to act getting rid of obstacles and encourage risk pickings and modify structure or system that undermine thee change vision.(Kottes, 2006).Step 6 Generation Sort-term winsSit step is to create visible unambiguous success and plan for generate short term achievements and achieved them then recognise and reward those employees (Kottes, 2006).Step 7 Consolidating gain and Produce more ChangeSeventh stage is to press faster and harder after the short term achievements, adjust improvements and sustain the momentum for change. Also, Use increasing integrity to change all systems, structures and policies that dont go well together and dont fit the transformation attempt, Hiring, promoting and developing individual who can realize the change vision, reinvigorating the procedure with novel change agents, thems and project (Kottes, 2006).Step 8 Anchoring new Approaches in the CultureThe final step of change management mode, is anchoring new approaches in the culture by grasp on to the new customs of behaving, and make sure they be successful until they become a part of the culture of the group, building better performance through productivity and consumer oriented behaviour, additional and better leadership, and better effective management , communicative the connections between new behaviours and organisational success and developing means to make sure leadership improvement and (K ottes, 2006).3.5. Managing the Emotion in ChangeThere are many models to guide thinking on how people cope with the emotion cycle of change. Bridges (2003), has provide a model showing how people react in the time of change. He has divided Transition time in three human bodys (Figure 4) letting go/losing/ending of the present position, a disorienting or neutral zone and a new beginning.Figure 4 Bridges Three Phases of Transition (Bridges, 2003)This model transition mode reviews the emotional impact over time and the leaders role in change management. He distinguished difference between change and transition. Transition deals with oly mental impact of the individual but one the other hand change is federal agencyal and may happen without the people (Bridges, 2003).Phase 1 Ending/Losing/Letting GoIn the first phase (ending/losing/letting go), workforce of the company must come to a point where they can let go of the past situation because until they let go they will not able to mov e on towards future. Possible reaction from employees might be fear, resentment, apathy, loss and sense of shock. In this phase leader must identify what individual will losing and accept individuals reaction and find a way to compensate (Bridges, 2003).Phase 2 The Neutral districtSecond phase is the Neutral zone, where employees are in gap between past and new. In this position old system does not work and new yet to launch. Possible reaction from individual might be anxiety motivation level comes to low confusion but have some hope for future (Bridges, 2003).Phase 3 The New BeginningFinal phase is the New Beginning phase here employees start to show emotional shipment for the new state. Possible reaction might be new identity, new energy and sense of purpose. In this phase leader must explain the new beginning, continuous communication the vision, develop a new training plan and give opportunity to the employees to play a part in transition process (Bridges, 2003).3.6. Leadershi p Role in Change Management ProcessSuccessful organizational change depends on leaders of the change project who have direct authority with employees going through the change. The following are some of the major roles leaders may play as they drive change in the companyLeader must be the role model of the team working for the change transition. Leader must be willing to go first and lead the fellow workers in the process. Leader must be self aware and deliberate.Leader is a decision maker. Leader control resources such as, workforce, budget, equipment available for transition period of change and have full authority to make decision how to handle them. During change, leaders must control their decision-making authority and choose the preference that will support the project. The Decision-Maker is influential and gives priorities that support change.Leader is a motivator to the employees. Leader gives motivation for the change to happen. Leaders create an image importance about chang e and show commitment and passion to get things done.Leader is an enforcer in change management. Leader hold individual accountable for the change with authority. Perfect leader understand that change will not happen if they do not fulfil the roles the authority can do.