Organizing & Managing Change

Introduction
Organizations are complex systems with workers who are basically sceptical to change in the environment as they are reluctant into making new paths. Generally, it is in the human nature to live in comfort zone rather than unveiling new territories even if they are beneficial thus the general dislike of the change process (Kaufman, 2017). However, for organizations to thrive in a specific industry changes will have to be occasionally done in their different departments. Hence, organizational change management becomes an essential part of the system. Change management can be described as the unending process of renewing a company’s structure, capabilities and direction so as to supply the un-ending desires of both external and domestic clients. Change is an ever changing trait of organizational life at both operational and strategic levels (Al-Haddad, & Kotnour, 2015).
Organizations need for change rise from various problems faced by the company and this comes in diverse ways. However this is equally resisted and as a result the process may fail to bore fruits. Primarily the resistance comes from junior staff since they see them as antagonist ideas from their interests. Different scholars have approached the issue with different ideas considering the varying circumstances that they are engulfed in. This leaves a loop hole on how to successfully approach the concept with a multifaceted dimension. We need to recognize the change process with regard to its implementation, management and strategy. This paper will be addressing change management process, strategy and implementation. It will seek to analyse how to go about the change process can be driven successful from start to end and going beyond all the obstacles associated with it.
Organizational Change Management
Change management involves transition from one status to another, usually to get to a solved state from a problem state. From organizational perspective the phrase varies and can be used in various terms. For example, when an institution speaks of restructuring, re-engineering, keeping pace or even cultural transformation then all this entails change. Hayes (2018) demonstrates that change may occur in three levels. First its individual changes, this is change in employees’ values, skills, behaviour and attributes. The management ought to understand that such transformations are instrumental to the organizations change. Second, change in the company’s systems and structures. Third, a direct change in the firms’ interpersonal approach involving people relationship, conflict management as well as decision making.
Further it can be considered as either planned or emergent. Planned is when the change has been deliberated and hence a product of conscious reasoning as well as action. On the other hand, when change happens in a spontaneous or unplanned way then it is viewed as emergent.
Change is usually driven by conditions and happens with a certain objective in mind. Some of the ordinary change drivers include, keeping pace amid the varying settings to thrash rivalry, technological changes and thus enhance process competence. Regardless of the drivers of change, the objective of the entire course is to guide the firm into a potential state that is diverse from the present one. The range of change may vary such like for a specified department, or the whole company or it may be related just to a certain group of employee or the whole team (Carnall, 2018).
Nevertheless, despite its traits change have to come from a certain source. This is where the management plays its role in the process of change. Studies demonstrate that companies that have been doing well in dealing with change they portray a strong management essential in guiding the whole workforce through a chain of first steps setting the stage for accomplishment. Significantly the managers are responsible for conceptualizing change in well chattered manner.
Belias, & Koustelios, (2014) illustrate that change need being initiated as a function that is wholly for the leaders by chanting their persuasion and vision. They propose that, successful change can occur only if the management remains firm in execution of its roles. It has to take leaders role as the principal designer of the change process. Genkova, & Gehr, (2016) further suggest the significance of all employees being involved in the change procedure. Leaders play a critical position in the transformation, growth and institutionalization of the organizational culture in the change process. During this process the leadership needs to have a wide and finely polished set of skills. To build up a compact team of change agent, the leaders needs to show unambiguous sense of mission and assign duties effectively and making the organization less bureaucratic. The execution of change process is often thrashed due to shoddy plans by the leadership. Selecting the right approach to change involves keeping in mind how the company functions. Considering that organizations are complex systems that are inherently resistant to change, leaders thus play a key role in managing suitable change.
Palmer, Dunford, & Akin, (2016) argue that reluctance to organizational change from worker basically due to the way change is implemented as well as how the capability of the manager in outlining the change less than the character of change. Amado, & Amato, (2018) perceive that it is not the actual change that employees resist but rather the changeover made so as to accommodate change.
From a general look, Organizational change involves change in culture, employees’ condition and the work process. From a psychologist worldwide view resistance to change is due to fear of the unknown. During the process of change it is essential to create a good atmosphere safe for all workers to engage in the change that has to be implemented.
Change may be considered in diverse ways; this relies on the scope of change and on if it is driven or organic. Ackerman’s change categorization separates change into; developmental change and transitional change. Developmental change, this can be emergent or planned, incremental or first order. It involves change that improves existing features of the organization that often focus on enhancement of the process. Transitional change, it seeks out to attain a specific objective that is usually diverse from existing ones. It is usually planned, episodic and radical in nature. It calls for a shift in conjecture created by the company and its employees. Revolution can lead to an organization that varies in terms of process, strategy, composition and culture, this may thus result in bringing about an organization that works in developmental approach and constantly adapts, learns and improves (Alvesson, & Sveningsson, 2015).
There lies a general perception that how an organization handles change is significant in its accomplishment. In the ever competitive market, change is inevitable and how workers react to it is pivotal during change management course. Handling company change involves more than just reorganizing the structures and reengineering process. Moreover it needs managing human reactions that come with the changes. To effect a smooth execution, the process need to be carefully implemented with leaders being on the forefront to effectual and rational planning, certain and efficient decision-making, complete and habitual suitable communication across all the stakeholders (Kwiatkowski, 2017). Other factors necessary in the implementation stage are; organizations’ culture, structure, business model, and bureaucracy and employees attitude.
Belias, & Koustelios, (2014) identify the significance of problem solving skill being involved in the change process, they discuss that change is only effectively executed by excellent problem solvers. Thus the process is viewed as one that moves from one status to the other; precisely from setback situation to solved one hence analysis of problem at every step and getting relevant solution plays a big role.
As part of change management strategy, feasibility evaluation and assessment needs to be conducted to ascertain whether it is in line with the present state of the company, this is in addition to organizational configuration. Change management is segmented into three strategies; transform, reduce and apply. Prior to drafting of the change process, it is the obligation of the leaders to assess the difference that lies between the current state and the expected outcome or the transformed state. Here the management evaluates the goals and determine how to bridge the gap through the change process. During the implementation stage leaders show identify the changes necessary to bring forth the necessary results and hence be responsible for effective implementation (Stouten, Rousseau, & De Cremer, 2018).
Change management commence with the leader mobilizing commitment to change by engaging everyone sharing the vision and gathering information. Synthesizing this consensus has to be fostered to move in the same direction. Keep the change smooth, communication between members at all levels should be core, this boosts trust and transparency. Bottom line, the leader need to have a positive mind, cognisance that change is an emotional course and hence the workforce have to be changed in a dignified way with justification for every step. Nevertheless, though change is an essential aspect for a company to remain competitive in the market, company need not thrust change to their employees. Therefore, framework for change management should be ready prior to implementation. Change process has to be consciously configured as well as clearly communicated to all the stakeholders likely to be affected (Barsoux, & Bouquet, 2013).
Case Study; New CEO at Microsoft
After the unique and long-standing success of Microsoft’s’ windows operating system in addition to other Office products, Microsoft was still working on writing its second act. The organization was sluggish with home turf fights between its major organization units that perceived each other as opponents rather than partners. During this period, innovation was being frustrated by the toxic environment. As the universe moved ahead and Google growing to be dominant online while Apple thrived in the mobile product industry, Microsoft fought to keep up (Ibarra, Rattan, & Johnston, 2018).
After Satya Nadella was named CEO on February 2014, he commenced a great reorganization of the company to eliminate the destructive domestic competition. Platforms and products would no longer operate as split groups but relatively all Microsoft workers would focus on the restricted set of common objectives which included; Creating the Intelligent Cloud Platform, Reinventing business process and productivity and Innovating individual computing
In September 2016, Nadella merged Bing with the Microsoft Research Group, Information Platform Group and Cortana teams to construct a new Artificial Intelligence and Research Group. With over 5000 computer scientists and engineers, now the objective was to innovate in artificial intelligence.
When the reorganization began, the CEO shared with the workers a new mission which was to empower everyone and every company on the universe to achieve more. He kept asking, what customs do we need to promote that will help us achieve these objectives? Prior to restructuring, workers did not have a positive sense of purpose that led to low morale and weak engagement. Though the company’s’ future did not seem brighter from the ongoing reorganization, conceivably its greatest achievement was realized by showing employees that their work has factual meaning (Ibarra, Rattan, & Johnston, 2018).
Conclusions
Organizations are intricate entities and bringing about change in it is a complex ordeal. Coordinating a company change process is an elusive matter that calls for able leadership. Such leaders makes the change process smooth for the organization as well as at individual level, however, it is not an easy task for the head. In the change process they play two roles one as an employee and second as a leader thus they have to fit into the implementation. The implementation process is the most critical phase that needs good planning this incorporates interdepartmental coordination. Therefore every stakeholder will be adequately informed as well as listened while embarking on the change process. From collecting views from all the employees, the management will be at ease to orchestrate the right steps thus making the whole process successful.
Nadella the New Microsoft CEO having learned the organization well was in a position to execute the necessary change process. He began by sharing his vision with all the employees and brings creating a positive attitude that made the implementation of the change process smooth. This illustrates the significance of ensuring that the change management strategy employed is relevant to the kind of organization. Different companies should approach change different that which is compatible with the organizations objectives. For example, Nadella brought about relevant change process in Microsoft that which did not move away from technological advancement which is the core objective of the company. Generally, change process should entail a well orchestrated strategy that is well laid out by the management and runs down to all the employees which is well executed by the incorporation of good communication (Kwiatkowski, 2017).

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