Managing Organizational Change

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Daniel LeBlanc
Managing Organizational Change
BUS600 Management Communication with Tech Tools
Professor Emmanuel Lewis
November 16, 2009

Organizational change is any action or set of actions resulting in a shift in direction or process that affects the way an organization works. Change can be deliberate and planned by leaders within the organization (i.e., migrating from legacy technology to new improved Internet Protocol infrastructure), or change can originate outside the organization (i.e., new government regulatory process) and be beyond its control. Change may affect the strategies an organization uses to carry out its mission, the processes for implementing those strategies, the tasks and functions performed by the people in the organization, and the relationships between those people. Change is a fact of organizational life, just as it is in human life. Several factors may make organizational change necessary, including new competition in the marketplace or new demands by customers. These types of external forces may create expectations of improved efficiency, better service, or innovative products. When organizational change is well planned and implemented, it helps assure the organization’s continued survival. It can produce many tangible benefits, including improved competitiveness, better financial performance, and higher levels of customer and employee satisfaction. Let’s examine an organization quest to remain globally competitive in the telecom marketplace while driving revenue and creating customer value and generating profits for key stakeholders. The change process that this organization is about to embark must be managed effectively in order to keep the organization operating while moving toward its new vision and its stated objectives. Organizational change management is the process of recognizing, guiding, managing and implementing of a successful change process that benefits key stakeholders and the organization with relatively minimal impact to the operational demand of the business. Therefore managers and leaders need to approach the change process in a number of ways, depending on the organizations culture, history, the technology, the socio-economic challenge, political and even religious challenges and the nature of the change being implemented and being flexible within the organization (into its people, technology, systems and thinking) to create a work environment that is open to change and able to accept it. "The first rule of change, therefore, is to begin any process of change with concern for its impact on people. The second rule is to prepare people for the change by educating them in what they need to knowing order for the change to be successful; the third, to involve them in the change as much as possible; and the fourth, with their involvement, to change what really needs to be changed about the entire system in order for the effort to produce real results." William A. Pasmore - Creating Strategic Change To effect this change a process-oriented approach is needed at the managerial and leadership level. Some questions for managers include: What is the imperative for change? Who are all the groups that need to be involved in the proposed change -both within and outside the organization? How are they likely to be affected by the change? What support will be needed from them during the change process, and how prepared are they to give it? What are the potential impediments both internal and external to change? What resources and system supports does the organization have available to implement the proposed change? What others are needed? Commitment to change usually begins with a small group of core believers or champions of the change initiatives, who share a common new vision for the organization and are willing to do what it takes to make it a reality. The core believer group is usually comprised of high level, influential managers and staff (i.e. CEO,...
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