Organizational Change Plan Part Iii

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Organizational Change Plan - Part III
Defining and organizing change is not an easy feat. Many things need to be considered before management can move forward with the implementation phase of the change process. Organizational leaders and managers will need to monitor and evaluate employees throughout the change process to ensure successful change implementation. Organizational leaders have access to several programs that allow them to analyze the effectiveness of the implemented change. Collecting comparative data will further demonstrate the effectiveness of the implemented change. Comparing data provided before the implemented change and comparing it with new data will demonstrate the effectiveness of the change. “Because of increasingly dynamic environments, organizations are continually confronted with the need to implement changes in strategy, structure, process, and culture” (Anjani & Dhanapal, 2012, p. 24). Effective change implementation is crucial for the change process to be successful. “Although there are undoubtedly a variety of contributing explanations for the high percentage of failure that occurs in organizational change efforts, management researchers have increasingly concluded that employees play a major role in the success or failure of change in their organizations” (Shin, Taylor, & Seo, 2012, p. 727). Continually assessing employee’s behavior and progress during the implementation phase is crucial to detecting potential pitfalls in the change process. “It is critical that managers be aware of the meaning of the importance of employee commitment to, and behavioral engagement in, organizational change” (Shin, Taylor, & Seo, 2012, p. 742). An employee’s commitment to change can have a significant affect on the process of change implementation. Shin, Taylor, & Seo (2012) states, “we urge managers concerned with change implementation to monitor and closely attend to their employees’ level of change commitment through frequent and open communications with the individuals . . . “ (p. 742). Open communication between managers and subordinates are critical in the implementation phase of the change process. “Effective leaders communicate downward to make sure employees at all levels understand in a clear and consistent way the purpose and direction of the firm” (Spector, 2010, p. 192). Just as downward communication is required in the change process an effective leader also encourages a culture of open and upward communication. Spector indicates, “Employees further down the organizational hierarchy are well positioned to know things vital to the organization” (p. 192). Employees work with both internal and external resources, customers, and competitors. Employees most often work directly with the products or service delivery. Spector further adds, “Through their everyday interaction with customers, suppliers, and peers, employees develop experience-based, tacit knowledge” (p. 192). Up to this point the focus has been monitoring and communicating with employees in an effort to follow the effectiveness in the change implementation. The focus will shift to more secretarial tasks. In an effort to manage the change process, managers will be required to review old policies and procedures and replace them with new ones that outline and describe the new behaviors expected of the employees. Managers must monitor and evaluate the program change for effectiveness. “Program monitoring and evaluation, and the accountability they provide, are essential” (Stubbs & Achat, 2011, p. 189). Developing an evaluation plan will provide leaders with quality data to further test the effectiveness of the implemented change. Leaders of an organization have access to valuable tools that can be implemented to evaluate the effectiveness of the change. Spector (2012) states, “Balanced scorecard (BSC) is a tool for measuring multiple outcomes—financial performance, customer satisfaction, internal process excellence, and employee...
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