People and Culture Affected by Management of Change †Free Samples

Question: Discuss about the Impact Of These Forces On An Organisations' Workforce And Management And How Managers Can Best Work With These. Answer: Introduction: Change inmanagement is regarded as a response to some significant opportunity and threat arising inside or outside the organization. Organization can experience planned and unplanned change and this may be attributable to both internal and external factors. Changemanagement is regarded as approach, which involves shifting of team, organization to a desired state. Managing change is the form ofmanagement control involving application of systematicmanagement interventions with the help of people for achieving desired future state having a defined performance outcome (Aier, 2014). The change is done in line with the organizational strategy. It is depicted from this definition that there is an inextricable and strong link between performance, organizational change and strategy. For managing change, an organization can employ several change models focusing on aspects of modifications. Change model tend to center around planned change and this will determine in itself various characteristics for comparison (Alvesson Sveningsson, 2015). However, if an organization is experiencing external change, then it is driven by external factors having significant soft change elements. It is essential for the management to consider change at all levels along with considering the change causes and the things needing change. Changes arising from internal context is attributable and relates to philosophy of management, culture, system of power control and structure. Changes in the external context is attributable to changes in technology level, expectations of customers, changes in market place, standards and quality, changes in economy, political and legislation changes. Discussion: Barriers to change Processes of change involves potentialities of conflict and this is accompanied by risk of resistance development. There is no change without resistance. Internal resistance of organization is the main barrier to successful change in any organization. Lack of information and non-familiarity of employees results in creating knowledge barriers. People in the organizations managing change needs to be aware of nature of resistance faced by workers as well as managers. The cause can be traced back to various difficulties experienced by organizations that is a power centers, culture and its structure. It is quite possible that the organization managing change would defend status quo and become stubborn. Credibility of any change proposals might require to be aggressively challenge (Barbera, 2014). Some of the barriers to change can be listed down below: Complexity of organization- Complexity in any organization comprise of complex system, products and processes. These complexities are a significant contributor to change, as sometimes organization members do not understand them. If the organization does not have the maturity of handling any complex change, implementing the change becomes certainly difficult. Lack of effective communication strategy- One of the silliest way of introducing any change in organization is the forceful resistance to change. It happens when there is no effective communication strategy. It is assumed by some top leaders that after announcing the change, people are ready to adjust and start with new development. It is essential for employees to make themselves acquainted with the affect that change would have on them and adapting to such change (Bartlett, 2014). Lacking involvement of employees- One of the most common barrier to change management is lack of involvement of employees. Unless employees are involved in the process of change, they have fear of getting adapted to change. Resistance to change might come from highest level of loyal and trustworthy employees. Failure of organization to make them involve in process of change is one of the common mistake. Such thing spikes a fear of unknown and lack of desire to embrace new culture and eventually leading to complete barrier to change (Belias Koustelios, 2014). Lacking current state idea- Organization faces difficulty in adapting to change if they lack the idea of current state. Some of the entities introduce and implement the change without conducting the assessment and understanding of blue print of organization. It is not analyzed by such companies that current blue print of organization would act as barrier to change (Bhatt et al., 2016). Staff receptivity and resistance- It is by human nature that push people towards resistance in order to maintain status quo. When change is regarded as threat to professional practice of workers, then they resist changing. The connection between psychological aspect of work environment and resistance to change calls for shifting in the framing and naming of emotions affecting self-esteem at work. Readiness of employees to accept change is also regarded as major factor in determining whether an innovation would be effectively sustained and implemented (Brocke Rosemann, 2014). Readiness of employees can be better evaluated if the change has potential for implementation. Organization relies on employees for adapting to change and members reaction to change varies depending upon transformation of character and value that people place on satisfying different needs of individual. Groups and individual can react to changes very differently. They can passively resist it, advocates its silence, refuse to engage in solving problems jointly, aggressively undermining the decision and refusing to seek common ground. Resistance to change is regarded as customary and it is mentioned in management literature consequently that is inevitable and is listed among the most crucial inertial forces against any transformation (Cameron Green, 2015). People are generally not motivated to change unless there are some compelling reasons to do so. There might be the existence of credibility gap between the philosophy of management, practices, values and its actual behavior. If the organization makes improper use of internal and external consultant which can lead to over depe ndence. Changes impacting the organizational culture: Organizational culture is designed as the system of values, norms, assumption that is manifested through symbols, which the organization has developed and adopted through mutual experience. Culture of an organization impact the way in which they change. The efficiency of process of change is influenced by aligning the change strategy and organizational culture. Selection of adequate change management in organization is impacted by organizational culture. The way managers and employees understand the need for change in any organization is determined by values and cultural assumptions shared by members. Whether the changes are comprehensive or partial, radical or incremental and focused on soft or hard component of organization depends upon how the managers and staffs view suitability and functioning as an effective way making changes (Choo, 2013). It is because of this reason that organizational change process in different organizations differs in different organizational culture. If the value of flexibility dominates the culture of organization, it is indicative of the fact that member would consider the change something useful and good. On the other hand, if the organizational culture contain the value of conservatism and stability, then the change would be considered as harmful by management. Specific type of organizational culture would have specific organizational change management strategies. However, literature does not deal with operationalization relationship between organizational change strategy and organizational culture (Cummings Worley, 2014). Organizational culture can inhibit or facilitate change in an organization and sometime entities attempt to change the culture of organization if the current culture hinder the attainment of corporate goals. Relationship between organizational culture and organizational change shows a high correspondence between several criteria used to differentiate between them. In hierarchal culture where unequal distribution of power prevails, the strategies of change management are directed from top down (Eaton Kilby, 2015). Concerning this, the member of organization would view the suitable way of managing the change as different role of management and employees in process of change. This is because of they view unequal distribution of power as natural order. Such culture would have the leader that would have leader and associates expecting to articulate and plan changes. In such culture, the only element if change is leader. Change activities in such organization are unilateral from the top d own. Change process in such organizations involve passive role of its members (Fullan, 2014). Contrary to this, in the egalitarian culture assuming more equal distribution of power, the effective change management strategies are directed from bottom up. In such culture, members of organization expects to play an active role in changes and everyday functioning. Management and leaders direct changes in such organizations by providing necessary resources. They expect all the members of organization to have an active role in changing process and provide space for participation (Gimenez et al., 2013). Agents of change are in the entire organization having such culture. Organization having culture of goal achieving and problem solving and the accomplishment if same is done through formal structure. Here, the efficient and probable change management strategies are based on fundamental change tools and work structure. It can be expected that organization having such culture have the fundamental tool of work task for leading the change. An organization having culture of Eiffel tower indicates the implementation of rational empirical strategy for organizational change. This culture assumes that goal achievement is done by organization, which is a rational instrument, and it underlies empirical change strategy. Changes in such organization are achieved through a rational process (Giorgi et., 2015). Organization having a guided missile and task culture directs employees and managers as a means of problem solving and task accomplishment. Organization member in such type of culture creativity, results and highly individual accomplishment. Such culture requires a creative strategy of organizational change and this implies that every members of organization are key agent of change. Change in this regard is accomplished through activities directed from bottom up and multilateral information flows (Girma, 2016). A plan of change may be hard to implement if the transformation is regarded as contrary to culture of organization. Changing behavior of people is one if the biggest challenge faced by organization when implementing change. It is evident from the findings of literature that relationship between organizational culture and organizational change strategy assist in identifying which is used to assess the challenges faced by organization in adapting to change. Impact of changes on workforce and management of organizations and the way managers can work with these: Managing change at workplace affects management and workforce in several ways. Managers can easily gauge readiness of employees embraced by change by viewing them as one of the key dimension of behavior. Change management affects the workforce and management in many ways. An organization attempting to change might affects the workforce as they morale may suffer as sometimes it is not possible for management to overcome this barrier. Change might lead the failure of management style for meeting the needs of workers. Culture of organization and change strategy adopted through its influence on behavior of workforce contributes in shaping other components of management. Management of organizational change is one of the important component of management (Martin, 2014). Impact of change and the organizational culture on employees depends upon the number of factors. Some of the change efforts taken by organization fails because of underestimating the importance of change-by-change agents. Positive attitude of employees toward change is crucial for the achievement of success of initiatives taken for organizational change. Attitude of workforce toward change is influenced by several factors such as gender, tenure, social system and educational attainment. Level of workforce for acceptance and resistance to change fluctuate during the change initiatives (Haslam et al., 2014). From the experience of authors, it is viewed that when agents of change fail to introduce new factors to workforce acceptance to change. Intensity of workforce toward change acceptance dwindles and they began resistance to change. Reaction and impact of change on workforce and never stagnant and are consistently fluctuating. It is very crucial for organization to assess the reactio n of management and workforce toward change, as it would help them diagnose the negative and positive cause of their reaction. However, in an organization, resistance and acceptance are mutually exclusive and both are exhibited by organization (Hornstein, 2015). In todays competitive market, organizational change is necessary for business to remain competitive. Understanding the role of workforce and management by change agent for successfully implementing change. Degree of acceptance or resistance of change is an important factor that needs to be examined. Managing change and culture of an organization requires that the manager should recognize certain skills and capability for creating effective and diverse workforce. Mangers need to understand that the consequence of resistance to change would prevail in the organization. Own managers should recognize cultural preferences. They must view that values, perception of workforce varies, and they should be supported in unique way. In addition to this, managers must be ready to change the culture of organization when the need arise. They should also learn to effectively manage the workforce in order to successfully implement the change. When creating successful change strategy, managers needs to focus on personal awareness and outline personal prejudices of workforce (Rothaermel, 2015). Managers should recognize that change occurs at slower pace and they need to encourage change. Managers needs knowledge about cultural behavior for successfully managing the cultural workforce. They need to carefully implement and plan system of organization for managing workforce so that the consequences of change are maximized. Mindset of employees towards change needs to be understood by managers. Caution needs to be exercised by managers when explaining change to workforce and they should be clear and open about the consequence of change if it has (Glisson, 2015). Conclusion and recommendations: The purpose of the report prepared to examine how the culture of organization influences the likelihood of success of change strategies and providing the necessary tool to apply within the organizations. It is suggested by evidence that member of organization are more willing to embrace change when the culture of organization is aligned with their mission and goal. Understanding the culture of an organization can significant in two ways. First, insight of culture provides awareness of extent to which member of organization are willing to accept to change. Secondly, assessment of culture is likely to determine root cause of issues impeding stronger performance. Success of organizational change initiatives depend upon the workforce reaction. Therefore, it is crucial for management to communicate employee information positively about change in order to have positive influence of their reaction. Successful management if change is critical factor for achieving degree of lasting success an d long term sustainability of strategy for managing change. Organization enabling change to succeed, it is required that human aspect of change should be addressed for avoiding any resistance to change. Implementing change often involves period of organizational tension as it leads to known from unknown and therefore risky and complex. However, implementation of change can be effective if the organization has participative style of management such as employee training. During implementation of change, training of employees would give those skills, knowledge and expertise needed during process of change. This would foster quick and smooth implementation of change. 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