Organizational Change Management

Cabre and Haughey present a detailed article on the utilization of strategic approaches in enhancing organizational change. The report shows managerial priorities and initiatives deemed necessary in creating sustainable change in an organization in the modern business environment.

Abstract

According to Cabre and Haughey (2014), change is dynamic and mandatory in every organization. However, its management has immense impacts in ensuring high performance and competitiveness in the global market. They analyzed various change resistance agents in an organization. In the report, they also provided a remedy to change resistance and particularly relating to managerial support and stakeholders involvement in the change projects and programs. Moreover, Cabre and Haughey provided a methodology for both delivering and sustaining such. As well, the expounded on the benefits associated with effective change management in an organization. They conclude that enhancing a positive culture provides an organization with a strategic approach to managing change.

Reflections #1 – Change Resistance

Change tends to be unavoidable in an organization due to changing nature of technology, processes and competition in both local and global markets (Cabre & Haughey, 2014). As such, the management ought to focus on effective and sustainable change management as a strategic approach to limiting its resistance in an organization. Typically, both management and employees can express resistance to change due to fear of disruptions or associate employment losses such as withdrawal of benefits, retrenchment or intrusion. The management, as such, ought to consider the implementation of programs and projects aimed to enhance their practices in a strategic manner to minimize such resistance to change. Again, adopted practices ought to reflect professionalism and conformance to established legal provisions.

Reflection #2 –Senior Management Involvement

Cabre and Haughey (2014) establish senior management involvement and support as vital in enhancing successful change management. Senior management acts as the directive panel, and their support is critical in the success of managerial practices, projects, and programs. Ensuring support from the top management ensures the process has both a decision and financially oriented support. Such provision enhances the success of change management practices. The absence of senior management support exposes the change management efforts and practices into jeopardy. Additionally, support from the senior management reflects change leadership which is held vital in enhancing successful change management in an organization (Cabre & Haughey, 2014). It also acts as a motivation from other involved individual and groups in the change process hence proving a smooth ‘change path.’

Reflection #3 –Employee Involvement

Again, Cabre and Haughey (2014) in the PMI’s reports assert that stakeholders participation and particularly the employees as vital in change management. Typically, employees experience massive threats associated with change programs and practices. As such, they respond with massive resistance. However, managers could control such resistance by involving the employees in the change management planning and implementation. Involving employees in the organization’s decision-making process enhances their loyalty, job focus and trust with the Directorate. Furthermore, the change implementation is enacted by the employees. Ensuring they are comfortable and ready for the change as such has a direct impact on the success of the implementation process. Again, involving employees ensures that they understand, prepared and possess the desirable skills for successful change management. 

Reflection #4 –Communication

Additionally, communication is a key element in success strategic change management in an organization (Cabre & Haughey, 2014). They outline both bottom-top and top-bottom management as fundamental in enhancing aggregate change management success. Communication entails the provision of information regarding the necessity for the change, its impacts and associated expectation with the new processes and practices. As well, communication plays a significant role in encouraging employee and other stakeholders’ participation in the change process. Ideally, communication allows employs to participate in decision making, planning and eventually makes the change management process smooth with minimal implementation hindrances.  The communication element as well provides the change agents with potential benefits as an encouragement to individuals or groups affected. 

Reflection #5 –Sustainable Change Management

Sustainable change management, however, was outlined to be a joint planning and execution oriented undertaking (Cabre & Haughey, 2014). For long term benefits in change management, the organization needs to have standardized managerial practices. There should be in focus specific goals to be attained from the execution of a change project. As well, sponsors ought to actively encourage top management support in change management. Additionally, the management ought to be efficient in managing change through people. The ideology is based on the establishment of a culture in total support of change and focused on results achievement. A strong culture ensures sustainable change management in an organization irrespective of resistance and challenges opposing it. 

Conclusion

The article collectively provides intensive information on the causes and strategic approaches to minimizing change resistance in an organization. Its focus on the involvement of top management and employees in the change process sets a strategic framework practical in various change management scenarios. Communication and creation of a positive culture were outlined as fundamental in successful change management. As well, it provides managers with the principal issues in enhancing organizational change planning, implementation, and sustenance.

ReferencesCabre, T., & Haughey, A. (2014, March 19). Enabling Organizational Change Through Strategic Initiatives. PMI’s Pulse of the Profession In-Depth Report,1(4), 1-22. doi:10.1002/9781444340372.ch1