Change is vital in every organization to survive and to keep up with the ever-changing technology and environment. They include globalisation, clashing cultures and diversity, changing technology, challenging economies, the need to be more efficient, innovative and responsive to customer demands, corporate social responsibilities, and aging and growing population (Thompson, 2009). In order to survive, organizations are required to constantly change so that it remains competitive with the changing environment Organization development is different from organizational change. It is primarily concerned with change that is goaled towards transferring the knowledge, skills and expertise needed to achieve goals and solve problems. The intention is to improve the organization in terms of problem solving, quality of work life, etc and moving the organization to a better direction or position in order to have better performance, lower turnover and higher job satisfaction in employees. Organizational change whereas, is more broad in perspective and can refer to any changes in the organization from change in organizational structure to technical or managerial innovations Organizational targets for planned change include changes in strategy, objectives, technology, culture, structure, processes, management etc. These change activities in the organization are managed, facilitate and implement by change agents. There will be a discussion on why organizations enlist the help of change agents and the skills and competencies that they need to possess. There are various advantages and disadvantages for an organization in using internal and external change agents in the change processes. Lastly, few recommendations are people who bring or introduce planned change. The change agent can be manager or non-manager, employees of an organization or a consultant hired from outside (Pathak, 2010).
In this paper, an analysis will be carried out on whether change leaders should be internal or external to the organization will be made based on this discussion.
Change agents are enlisted by organizations several reasons. The change leaders have the professional knowledge and skills of the organisation development The roles of the change leaders, also known as change agents, must be able to solve problems in processes, systems, teams, individuals, organizational cultures, structures and designs within the organisation. The leaders will have very clear vision about the change provide intensive professional help to the organisation by giving the fair point of views on the organisation problems and help organization members see the logic of the change; justify management decisions and learning and competence development of the organisation. An ideal change leader must tolerate ambiguity, listen attentively and being empathises, able to influence the organization members so that the change leader would be able to teach or mentor them and have their support to the organizational changes, can confront difficult, conceptualise, analyse problems and also give fresh objective advices on the organization’s problems, opportunities and challenges. They are able to educate and help people take on new roles and responsibilities by providing more support and advice. They also facilitate change, improved communications and interpersonal relations (Gilley, 2007).
They also create a space for involvement opportunities that allow organization members to contribute ideas for the change. When dealing with potential resistors, change agents would also know how to use negotiated agreements and when necessary, resort to covert attempts to influence others (kotter, 1999).
The objective of a change and engaging a consultant is all towards the same direction, to focus in moving the organisation towards a more desirable position. Although the objective is the same, the provisions for the organisation for each differs in many ways and they provide different...
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