Change Management in the organizational system is the process of identifying the need for change, deciding on what change is required, evaluating the implications of change, developing and implementing change programmes, overcoming resistance to change, seeing that change takes place as smoothly, and ensuring that change is embedded and effective.
Another definition of the Change management system
Change management is also regarded as the conception, planning, organization, implementation, control and stabilization of the change process of a company, to maximize the effectiveness and the efficiency of the change process and to reach the widest possible acceptance of managers and employees.
What is Change mean in general?
We can see every institution are part of an environment that is subject to both incremental and discontinuous change:
Political – increased control from central government
Sociological – the information age
Educational – the mass HE system
Technological – networking, computing, and telecommunications
Organizational – new structures
Economic – increased demand for value for money
Cultural – changed norms and values
What we change mean to somebody in business.
Change to somebody in a business can include:
- New ways of doing work
- New system or tools
- New reporting structures
- New job roles
- New product or services
- New markets or geographic locations.
Effects of Change management in an organizational system.
- Promote collective process thinking
- Build confidence in one strength
- Align the organization of new system thinking
- Allow learning and development across the organization
- Strengthens the networking through communication
Greatest change management change obstacles in an organizational system.
This can include:
- Employee or staff resistance
- Middle-management resistance
- Poor executive sponsorship
- Limited time, budget and resources
- Corporate inertia and politics
Types of Resistance to change in an organizational system.
- Open resistance: in the form of reports, meetings, personal exchanges of views or by other public means – more constructive.
- Hidden resistance: may aim to undermine the whole change.
- Hindering factors on the organizational side: Norms, System relations, Inflexibility of the infrastructure.
- Reasons for resistance:
Lack of understanding:
a)People don’t understand the goal
b)People don’t know the personal impact
c)People think it cannot be done
Lack of motivation:
a)People are not motivated enough, reward compensation is missing
Lack of skills:
a)People have to learn new skills etc
- Mistakes of managing resistance dealing with the resistance effectively.
Six points on how to overcome resistance to change in an organizational system.
This can include:
- Education and communication
- Facilitation and support
- Manipulation and cooptation
- Coercion (force)
Dealing with Resistance to change using ADKAR Model.
A Awareness of the need for change
D Desire to participate and support the change
K Knowledge on how to change
A Ability to implement required skills and behaviours
R Reinforcement to sustain the change
Six Effective Responses to reduce resistance to change in an organizational system are stated below for our understandings:
1. Hear peoples concerns :
• Listen actively to (non) verbal communication
2. Understand their concerns:
• Show understanding by paraphrasing
(understanding is not the same as agreeing)
3. Focus on common objectives:
• Make it a win-win situation
4. Maintain a clear focus:
• Keep both long and short term view
5. Acknowledge resistance:
• Listen to objections
• React to emotion
6. Adjust the plan if necessary:
• Look for shared interests and concerns
• Be open to suggestions
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