Analysis Of Experience Organizational Change Management Essay

Analysis Of Experience organizational Change counsel Essay nows memorial tablets argon facing a continually changing institution, unforeseeable and fast-paced environment that require constant restudying to variegate. For an brass to be happy in this modern world it is finally for agreement to regularly try the need for them to multi far-offiousness to stay up to date. organisational modification enables a beau monde to undertake to stay private-enterprise(a) and profitable. In 2006, Seagate Technology (NASDAQ STX) had acquired Maxtor association Maxtor was an Ameri house homophileufacturer of computer conventional disk use ups and the third largest in the world prior to acquisition. In 2008, some commentators fence in that Solid-state drive (SSD) challenge may give threat to Seagate steady as a worlds largest manufacturer of conventional disk drives. Organizations likely to be struggling to abide if fail to meet the challenges and demands of both(prenominal)( prenominal) the foreign and internal environment factors. Today environment is erratic and does non stand still, so organizations suffernot assume that the future is stagnant, there is a need for organizations to unendingly review their vision, strategies, technologies and goals based on changing environment and technological. As Charles Darwin quotes that It is not the wholeest of the species that survives, nor the most intelligent that survives. It is the star that is the most adaptable to kind.Jai B. P. Sinha (2008 352) states that there is two-dimensional view of organisational shift, where organisational budge lavatory be triggering by external and internal factors, either unplanned or planned. The unplanned reassign is normally reacting to ad hoc measures that company does not anticipate and it may cause distraction to operation. For examples, change of politics policy, precise accidents due to abstracted of skills, unscheduled tools maintenance due to lacking of preventive measurement, and missing standard operating procedures. The planned change is usually change of organization traffic plans and organization restructuring, much(prenominal) as leave competitive pricing in the market, redesign or align character references and responsibilities to change productivity and employees morale. The sound ending of unplanned and planned change both bottom of the inning be effective and ineffective basically it depends on how streamlined of the strategic plans that put into practical effect. in that location argon many external triggers for organisational change. For example, in 2011, Europe solar industry sees hurt and bear upon with legal environment factor when UK government announced plans to introduce a cut to the Feed-In Tariff scheme (FIT) for large solar energy enterprises. such(prenominal) legal constraints may consume serious negative impact on an industry and would hurt organization bud put curb and react unintentional, suc h as cease some of its operations and leave cost jobs lost and first-class honours degree morale. globalisation is another diagnose external factor in the world economy and could be a good or bad for organization. Globalization has brought in tonic opportunities to offending countries or third world countries. For example, internationalist companies in Asia decl atomic number 18 gigantic advantages with conk out government subsidies and lower wear out costs. In order for machinateed countries companies to stay competitive they must be consistently review their strategic plans so be more than sophisticated than overseas competitors, such as reallocate their manufacturing business to overseas countries. Likewise, peeled technological advances absorb present company struggle to stay competitive. Nokia tummy profit has been suffered badly due to lacks of new technology or clay sculpture to challenge smart phone, such as Apple iPhone and Samsung Galaxy. An organization h as to continuously research and get new technology in order having tycoon to challenge the threat from competitors and demanding customers.Internal triggers be the factors happening within the organization itself. For example, workplace abuse or high stress employees can rent to low morale and low surgical process it will sham the productivity, module turnover, or legal issue. For example, in 2012, China Company Foxconn Technology has inform several suicides cases at its factories in southern china, which is a major provider to Apple, Dell and Hewlett-Packard. Some commentators revealed that the issue may due to poor guidance policies that workers have force to keep up with the machines speed and not allowed to bubble to each other in the workshop. in that locationfore, it is an obligation that organization has to chemical reaction to the incident and investigates to give away what atomic number 18 the factors caused the incident. Organization must decide and implemen t a strategic change to resolve the incident and prevent from reoccurring. alike the change has to include the plan how to calm, raise employees morale and motivate employees.Huczynski and Buchanan (2010 565-566) discussed that one trend to distinguish type of change is to consider how profoundly they penetrate the organization. merely it does not mean that all change must be thick-skulled change to be a good change. The depths of organization intervention are surface, shallow, penetrating, deep, and qualifyation. The surface or fine tuning is an appropriate to minor issue, where the deep change is appropriate when dealing with major change. For example, in 2009, the deep change will be appropriates for Chartered semiconducting material Company when the company acquired by the main stockholder of Global Foundries Inc, and it required to change to align and transform their corporate mission, vision and set.Kurt Lewin (1985) change possibility contains three stage mannikin of change, un ceasezing-moving-refreezing. Based on Kurt Lewin unfreezing model, it can be comprehend that organization has to be aware to the changing world and willing to accept change when get trigger. The second step, moving, it is the period to identify appropriate strategic planning and mogul to influence to implement the change. The third step, refreezing, it is a step to try d hold the change and stabilization of doings, and then get ready for next change. in that location is a potential failure to the change if the change does not settle down soon enough in the refreezing period, because the impact to human mien may be considered risky if stabilization of air unable to move promptly. withal, the magnate for continuous of the change would be depends on how fast or how effective the organization to settle down the change, where the change must be accepted and practiced consistently by members of organization.Pennington Change Model (2006) suggests that proposed change s can be placed along two scales radical incremental and gist peripheral. Plotting the character of a proposed change along these scales can provide a sense of how difficult the introduction of any particular initiative great violence be and how much disturbance to the status quo it might generate. Radical change is generally is a dramatic change and require employees to move far apart or react very differently to a change. until now incremental change does not necessary is better that radical change in term of opposite of change. It is still depends how well of organization mitigating resistance and encouraging people.Organizations have al ways met with resistance to change because human of course prevail to resist change. Huczynski and Buchanan (2010 567) discussed that the Elizabeth Kubler-Ross (1969) model has addresses human reaction associated with change. The five stages in the Kubler-Ross coping cycle are denial, anger, bargaining, depression, and acceptance. The fi ve sets of emotional may not all experience by employee throughout the change process. thus far by understanding the response of people during change, organization will be better ready to promote the change. Huczynski and Buchanan alike discussed the Yerkes-Dodson law, which first observed by Robert M. Yerkes and caper D. Dodson (1908). The Yerkes-Dodson law argues that human performance cast ups with arousal or stress increases, and it sees an inverted U-shaped function amidst arousal and performance. A veritable make sense of arousal can be a good motivator toward change such as employees may work and learn better with teensy-weensy pressure. provided too little arousal has a sluggish actuate too and performance will be slow. When arousal reach an best take aim, the several(prenominal) will has a hyperactive affect such as overloaded and exhausted and performance will start to drop. How organization response to resistance is very important, such as by force could inc rease resistance and turnover. The degree of readiness, understanding, commitment and compromise by employees can stand by to accelerate the change process. According to Huczynski and Buchanan (2010 567), Arthur Bedeian (1980) has states there are four reasons that certain people resist change are parochial self-interest (concerned), Misunderstanding, low-spirited tolerance to change, and Different assessments of the situation. To manage or overcome the resistance to change, Kotter and Schlesinger (2008) have identify 6 methods for dealing with resistance of change. The methods are Education and commitment, friendship and involvement, Facilitation and support, Negotiation and agreement, Manipulation and co-optation, and Implicit and explicit coercion. These 6 methods have their own advantages and disadvantages, notwithstanding this is a model that organization can use as guidance, and apply it wisely on right situation to prevent or minimize resistance to change in organizations .Jai B. P. Sinha (2008 354) discussed that socialisation escapes an important role in organisational change processes. Huczynski and Buchanan highlight that Edgar Schein (1985) model sees culture as a three levels Surface manifestations (the visible aspects of an organizations culture object and behaviors that can be seen, heard and felt), Values and beliefs (strategies, goals and philosophies), and Basic assumptions (unconscious, taken for granted beliefs, thoughts and perceptions). It is a challenge for culture change to support organisational change, such as what are the best accesses to change people belief and corporate values so that can align with both internal and external factors that resulting from organizational change.Additional, organizational mode and culture are go hand in hand. The culture and climate are both important aspects to organization and have the strong impact during organizational change. Organization change must be always focalisation to seek balance amid culture and climate throughout the change process. It is very difficult to implement and sustain the organizational change without a properly strategies to manage the climate. The reason is because climate or individual psychological climate such as attitudes, behavior and feelings in the organization are easier to be affected, especially during transformation change that affect organizational mission and strategy. in time with a right strategic planning, careful assessment of organizational human behavior, and the consistent commitment of organizational from both shareholders and top management, so the change may accomplishable and sustainable. For example, Micron Semiconductor Inc had open and respect climates Managers in open and respect climates are a great deal look more pleasant and easier to work with, and then it will be much better performance that the managers in closed and contempt climates. With strong culture and right values, everyone in the organization wil l be having the universal perspective in mind and working toward a common goal. As Frances Hesselbein quotes that, Culture does not change because we desire to change it. Culture changes when the organization is transformed the culture reflects the realities of people working together every day.There are genuinely no specific model is the best for organizational change. Organization should proactive continuously learning to identify better ways of develop the innovative strategic planning for driving effective change in organizations by the team members. The successful implementation of organizational change will be depends on how well the ability of attractions or management in choosing the right strategic planning, and implement it ethically. Although change in today fast-paced world is often essential to keep up, however managing organizational change requires skill. Organizational change can be sabotaged if key members refuse to align with the new strategies, because resistan ce to change is a indwelling human phenomenon. Hence, all members of organization have to involve and be aline with the change process, and then integrate their efforts to the organizational change towards the makement of ultimate organizational goal. The consistent commitment from both senior management and employees are the main key for organization change to succeed. As Jai B. P. Sinha (2008 369) say that although changes are inevitable and only those who adjust with them survive, effective organizations plan changes for better individual and organizational performance and well-being of the employees.ASSIGNMENT 1 REFERENCES/BIBLIOGRAPHYBradford University School of Management, 2005, 2006, 2007, 2008, 2009, 20010, 2011, 2012. Managing raft (MP) Study Book.David A. Buchanan and AndrzeJ A. Huczynski, Organizational Behavior. 7 Editions. 1985, 2010.Jai B. P. Sinha, Culture and Organizational Behavior, First publish in 2008 by SAGE Publications India Pvt Ltd.Jeff Dooley, A holw- Person/Systemic Approach to organization Change Management, copyright 1998. Retrieved on July 1, 2012, from http//www.well.com/user/dooley/change.pdfMichael W. Durant, Durant, CCE, CPA. Managing Organ0izational Change. 1999. Retrieved on July 1, 2012, from http//www.crfonline.org/orc/pdf/ref4.pdfCharles Darwin quotes. Retrieved July 1, 2012, from http//www.brainyquote.com/quotes/authors/c/charles_darwin.html rails Head Organizational Change. Retrieved July 1, 2012, from http///www.advanceessays.com/samples/Organizational_Change.pdfJISC InfoNet, Change Management. Retrieved July 1, 2012, from http//www.jiscinfonet.ac.uk/infokits/change-management/printable-version.pdfSam Kogan, Gen3 Partners, October 10, 2006. How IT companies can stay competitive in a global market. Retrieved July 1, 2012, from http//www.zdnet.com/news/how-it-companies-can-stay-competitive-in-a-global-market/14983020 Awesome Quotes on Change Management. Retrieved July 1, 2012, from http//www.torbenrick.eu/blog/chang e-management/20-awesome-quotes-on-change-management/Michael Birnbaum and Anthony Faiola, Published March 19. Solar industry faces tri stille cuts in Europe. Retrieved July 1, 2012, from http//www.washingtonpost.com/world/solar-industry-faces-subsidy-cuts-in-europe/2012/03/10/gIQArkbXLS_story.htmlChandrasekaran Balakrishnan, Impact of Globalisation on ontogenesis Countries and India. Retrieved July 1, 2012, from http//economics.about.com/od/globalizationtrade/l/aaglobalization.htmBy Malcolm Moore in Shanghai, 27 May 2010. internal Foxconns suicide factory Retrieved July 1, 2012, from http//www.telegraph.co.uk/finance/china-business/7773011/A-look-inside-the-Foxconn-suicide-factory.htmlASSIGNMENT 2 ESSAY interview Why have managers and researchers been so interested in leading theories to develop effective work performance?Today, a lot of managers and researchers have kaput(p) into searching the perfect leadinghiphip solution and compositions to strike organization metier. many another(prenominal) different leadhip theories have emerged some of the popularly adopted attracters theories have evolved over time and have developed their own lines of thoughts and debates endlessly. The leading theories may have understood and differentially by managers and researchers. And attracters utilize these adopted lead theories as guidance and generate new ideas to strive for their organizational effectiveness in today fast-pace environment. Huczynski and Buchanan (2010 596) state that leading appears to be a critical determinant of organizational effectiveness. Yuki (2002 7) defines that leaders as leaders is the process of influencing others to understand and agree what call for to be done and how to can be done effectively, and the process of facilitating individual and collective efforts to accomplish the dual-lane objective. The preceding two arguments may reach an understanding that leaders in organizations is a critical process of influencing and facilitating others to develop effective work performance. The benchmark to measure how well the effective work performance may depends on how well the ability of leaders understand the adopted leadership theories as the apprehensionual template to demonstrate in actual life and business situations. The lighten uper a leader can comprehend or perceive it the more effective leader can get into the act. Hence we can argue that the better hypothesis and models enables leader to act more effectively to develop effective work performance.Is boss or manager a leader? Huczynski and Buchanan (2010 598) discussed that Warren Bennis and Burt Nanus (1985, P.21) observed that managers do things right, while leaders do the right thing. John Kotters (1990) contrast different functions mingled with leaders and managers, such as Leader establish direction and aligning people, where Manager plans and budget, and Organizing and staffing. Managers have the authority and power in organization to do certain tasks alone it does not simply mean the manager is a leader. Some leaders may not have any formal authority but have the ability to influence the behavior of group of people to achieve goal. Individuals can learn to lead and develop their leadership. Jai B. P. Sinha (2008 354) discussed that Whether managers are developed into leaders depends first of all their own efforts to rise above their routine functions, pass their roles, and cultivate beliefs, dispositions, skills, and movements that make them stand out from others around them. Organizations also play a facilitating role by creating conditions and devising mechanisms transcend their managerial roles. There are many leadership theories that individuals or managers can stick at for learning and developing leadership skills. Apparently, managers interested in leadership theories to develop into leaders and ability to develop effective work performance.Theories of leadership unravel to serve a guideline for organi zation to apply all factors and components of effective leadership into a framework and establishing a culture. Early leadership theories tend to focus upon the trait approach, port approach and contingency approach, where characteristics and behaviors affects leadership the by and by new leadership theories tend to focus upon the organizational vision, transactional, transformational, role of followers, the contextual nature of leadership. Each leadership theories provides a individualised models or concepts that give management a direction, however each theories does has their own advantages and problems. The next a few(prenominal) paragraphs will provide more insight look of some ordinary theories of leadership broad man speculation, Trait supposition, bearing speculation, Contingency theory, Transactional leader, and revolutional leader.In 19th century, the Great man theory was a popular idea which identifies leaders are born and not made. Great leaders will arise wh en there is a great need. Huczynski and Buchanan (2010 599) explained that the theory as Great Man are born leaders, and emerge to take power, regardless of the social, organizational or history context. It can be said that history leaders were male and primary focus on man only, and great man are born with destined to lead.Next similar theory of leadership is a Trait theory. The Trait theory is the ideas which identify leaders are the people born with inherited leadership characteristic or traits that make these people suited to become leader. According to Huczynski and Buchanan (2010 599), Ralph Stoghill (1948, 1974) had reviewed hundreds of trait studies. Some of his typic characteristics list are strong drive for responsibilities, focus on terminate the task, vigor and persistence in pursuit of goals, venturesomeness and originally in problem-solving, drive to exercise initiative in social setting, self-confidence, sense of personal identity, willingness to accept consequences of decisions and actions, readiness to absorb interpersonal stress, willingness to tolerate frustration and delay, ability to influence the behavior of others. However researchers argue that the research did not get under ones skin a consistent set of leadership traits, those attributes could not be determined, and do not appear to be unique to leaders. Later Shaw and Fraser (1976, 1978) identified the undermentioned skills as a traits leader ability (intelligence, relevant knowledge, and verbal facility), sociability (participation, cooperativeness, popularity, indigence (initiative and persistence). Some commentators argue that this theory remains gender issues in leadership and a person without trait or some of the traits are not possible for him to be a leader. The Trait theory was habituated after researchers switched attention to leadership behavior patterns.After the Trait theory, Style or Behavioral style theory has emerged and most commentators considered that this is a big jump from Trait theory. Researchers identified that Style theory is a theory look at what a leader actually do, the traits and the leadership capabilities and qualities are not inherited. It assumes that leaders are not born leadership behavior and capability can be learned hence leaders can be made through training. Successful leadership is definable and learnable. Huczynski and Buchanan (2010 606) discussed that in 1940s to early of 1950s, Survey Research Center in naut mi with Katz et al had identified two dimensions of leadership employee-centered behavior and job-centered behavior. The style of leadership based on employee-centered behavior is think on relationship and employee needs. The leadership has a concern of people as priority, which always strives to solve the problems of followers, concerns the needs of followers, and development of followers. The style of leadership based on job-centered behavior is focusing on getting the job done. The leadership put the prio rity on achievement and meeting goals. In 1953a to 1951, Bureau of Business Research at Ohio State University also identified two types of leaderships behavior which are stipulation and initiating coordinate. The style of leadership based on consideration behavior is focusing on relationships and needs oriented. The leadership allows followers to share ideas and make decisions together. The style of leadership based on initiating structure is focusing on job-centered, which structure tasks and assign works, and expect follower to follow instruction to act accordingly. However there are some concerns raised against Style theories, such as how well leader can fix to the assumption style of leadership behavior, and what if a person unwilling or unable to learn the given behavior. As Thompson and McHugh (2002) states that others have recognized that situational, environment and contextual factors all potentially influence and effectiveness of different leadership.Huczynski and Buchan an (2010 610) identified that Contingency theory of leadership of Fred Fiedler (1967) as a perspective which argues that leader must adjust their style in a manner consistent with aspects of the context. This is a model describes the leadership effectiveness is depends on relationship between leader behavior or style and the favorable of the situation. The favorable of the situation can be influenced by three key factors, which are the degree of relationship and trust between leader and team members, the degree of task structure, and the positional power of leader. The theory can promote better relationships between leaders and workers. The theory also can help leader to familiar and not confuse with the tasks structure, hence achieve better effectiveness. Theoretically this theory judge the leader performance is depends on their abilities, not by gender or person background. However some commentators argue this theory is often fails when tested in real-life situation. And the appro ach should identify a leader not just by positional power, but should evaluate the person leadership competencies to deal with bad situation. Also this theory is difficult to assess the three key factors and not really identify the need of team members.In the late twentieth century, new leaderships have emerged. The new leader focuses on the key role of heroic, powerful, visionary, and charismatic. Huczynski and Buchanan (2010 617) specify that New leader an inspirational visionary, concerned with building shared senses of inclination and mission, creating a culture in which everyone is aligned with the organizations goals and is skilled and empowered to achieve them. Later the new leadership was distinguished by McGregor Burns (1978) between transactional leader and transformational leader.Huczynski and Buchanan (2010 618) suggest that Transactional leader a leader who treats relationships with followers in terms of an exchange, giving followers what they want in return for what the leader desires, following prescribed tasks to pursue established goals. This theory basically is a model that business agreement or exchange made between an employee and an organization or leader, where completion of tasks through reward or penalty. The benefits of this theory are people are easier to motivate through rewards or penalty. Also organization has the full authority, get word and commitment from employee once employee agrees with the agreement. However this theory will limit the people development because people never has disaster to learn to think because they are just require to follow instruction as per agreement. This leadership model may create a nerve-wracking work environment because upper level leaders hard to identify lower level leaders to help in managing people or tasks. Some commentators see that this leadership is unable to promote or creating an cornerstone culture within organization that encourage employees participation and contribution for impr oving organization effectiveness.Transformational leadership is an effective charismatic leadership theory. Huczynski and Buchanan (2010 618) suggest that Transformation leader a leader who treats relationships with followers in terms of motivation and commitment, influencing and inspiring followers to give more than mere compliance to mend organizational performance. This leadership theory will improve organizational behavior and changing organizational climate. Hence people tend to improve effectiveness through self motivation and commitment to their work and organization. However this theory is highly depends on the ability of the organization leaders to influence, motivate and excite people.There are numbers of leadership theories describe the processes of how a leader developed, influence, motivate, and empower people. Leaders have the flexibility in identifying right theories for them or their organization. These leadership theories and leadership principles are evolving ove r time. Undoubtedly, Leadership theories and strategic planning are going to enhance leaders capabilities to achieve organization effectiveness. However what happens if the theories or ideas are confuse or not effective at particular situation? volition the theories operate and suitable to organization culture? Will the committed theories fail to return expected outcome? Will the theories cause misunderstanding and impact to the operation or organization? How clear do we know the models? How accurate do we see the direction and outcome? This is a general rule that we must learn to get the concept of theories right first and then put into practical effect. This is a womb-to-tomb process that leader should continuously learning and provide high level of commitment to understand leadership theories clearer so be more control and more effective of the outcome. Potentially leaders may cause fears and critical impacts if they are confuse or ambiguous about their action and outcome, espe cially leaders with great power. As Peter Parker quotes in his spider-man stories that With great power comes great responsibility.ASSIGNMENT 2 REFERENCES/BIBLIOGRAPHYBradford University School of Management, 2005, 2006, 2007, 2008, 2009, 20010, 2011, 2012. Managing People (MP) Study Book.David A. Buchanan and AndrzeJ A. Huczynski, Organizational Behavior. 7 Editions. 1985, 2010.Jai B. P. Sinha, Culture and Organizational Behavior, First Published in 2008 by SAGE Publications India Pvt Ltd.Omkar Phatak, Pros and Cons of Leadership Theories. 6/20/2012. Retrieved July 04, 2012, from http//www.buzzle.com/articles/leadership-theories-pros-and-cons.htmlRight Management Inc. Organizational Effectiveness, 2010. Retrieved July 04, 2012, from http//right.com/thought-leadership/research/organizational-effectiveness-discovering-how-to-make-it-happen.pdfBolden R. Gosling, J. Marturano, A. and Dennison, P. A review of Leadership Theory and Competency Frameworks, June 2003. Retrieved July 04, 201 2, from http//centres.exeter.ac.uk/cls/documents/mgmt_standards.pdfWikipedia, the free encyclopedia. Leadership. Retrieved July 04, 2012, from http//en.wikipedia.org/wiki/LeadershipTheoriesThe High and the Mighty. Shelton, Ken. Leadership Excellence29. 5 (May 2012) 2. http//search.proquest.com.ezproxy.brad.ac.uk/docview/1018673389/137BDADA9D5486776E9/2?accountid=17193Successful Leaders. Halvorson, Heidi Grant. Leadership Excellence29. 5 (May 2012) 6. http//search.proquest.com.ezproxy.brad.ac.uk/docview/1018673393/fulltext/137BDADA9D5486776E9/6?accountid=17193Real Leaders. Fretwell, Peter. Leadership Excellence29. 5 (May 2012) 8. http//search.proquest.com.ezproxy.brad.ac.uk/docview/1018673589/fulltext/137BDADA9D5486776E9/8?accountid=17193