Stories of Change
HRM 560 Managing Organizational Change
Juritsa F. Ford
Stories of Change
Change in any place scares the people. In any organization, people assume that change means they will be out of jobs. There is natural resistance against the new management in the workplace, which becomes a hassle for both of the parties involved. The business environment is dynamic with changes occurring at rapid paces and new developments within short span of time. A successful organization is one that adapts to its environment in order to compete with the other players in the field.
The current paper aims to discuss the same issues as explained above and provide examples of the companies that made it through the tough times, and are now regarded as either a success story or a failure in the corporate world. We will also discuss about the errors that were made which led to the downfall as well as provide a solution for the cases to understand where they went wrong so that in future, they would avoid that path. Kotter’s Model for Change and The Errors
John Kotter is a famous change expert, who presented his 8 steps for making changes in the organization. This was based on observations as to why the companies fail to deliver as promised. In order to succeed, the tough decisions need to be made by the higher management to take on the challenging time. Kotter’s 8 step model is one such tool that assists in planning a transition. The elements of Kotter’s model include sense of urgency, which means the motivation that managers must infuse in the employees so that they align themselves with the manager. The 2nd step is to form a strong alliance with the people. This requires a leader with the charisma and energy, without any difference as to whom they are addressing. The 3rd step is to create a vision for transformation i.e. finds the best possible solution to the process and work on it, without paying attention to other solutions. The 4th step covers the communication, more specifically about vision. After deciding the plan, the next step covers propagation of the message through all possible channels so that it is embedded in their minds. 5th step is perhaps the most critical as it involves handling of the obstacles in the path of change. The easiest solution to encounter any resistance is to hire the people who can carry the change forward. The 6th step is applicable after the structure of change, which is to prepare the employees to move towards success. By creating opportunities that allows the staff to involve more in activities which results in success of the project. The 7th step is to continue that trend of change initiation, so that winning becomes habit and people start thinking for long-term design. The final step in this process is to make the culture of your organization open and adaptable to change. Creating a mission and values statement that reflects the processes and incorporated into the employee’s thinking pattern is the ultimate step in a successful change (Appelbaum, Habashy, Malo, & Shafiq, 2012). Mistakes and Recommendations for Change
The organizations reported in the text provide an insight to the different outcomes of the changes in organization. The HP story tells us that the politics at higher levels can be an obstacle in the change rather than the lower layer staff. Therefore, communication is the means of introducing the idea and effectively making a point about the situation. Moving to IBM, a lower level member observed a threat and opportunity at the same time and seized that chance to propagate his ideas that gained support from a member of higher level and the peers. Persistence is the key to make your voice heard, particularly if an individual does not belong to the managerial layer. A better solution is to form an informal think-tank where all employees can pitch-in their ideas for the process so that the best solution can be...
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