Business Management Organizational Change Essay

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Business Management

Organizational Change

Discuss the role of values in supporting organizational change.

Values are the standards of appeal by which one chooses between alternate behaviors. They often emerge as opinions, ideas, or feelings about a particular subject. A leader's effectiveness is often measured by their ability to influence the activities of their subordinates. Value conflicts can exist at the organizational or personal level. When one finds themselves in conflict with an organizational value, they are often unable to sell the vision to their subordinates. If subordinates are not committed to the vision of the department, then the organization suffers. Leaders are more likely to be effective in influencing their subordinates towards the department's vision when they understand and exemplify the organization's values. In order to gain commitment from subordinates, one must clearly communicate those values to the people. A leader must also understand and consider their subordinate's values. Understanding a subordinates values, needs, and expectations will increase leadership ability. It helps to know what motivates subordinates and assists in interpreting organizational goals. Knowing subordinates' needs and expectations will also assist a good leader in determining which rewards will be most effective in channeling their motivation towards accomplishing the department's vision (Gardner, n.d.).

2. Describe a failed organizational change initiative and explain the reasons for its failure.

Organizational change initiatives can occur in many forms. One such change was undertaken by a company when they tried to change the culture of the company. There were several meeting held between upper management and middle management on how middle managers where going to make this change happen on the front line. The one thing that the company failed to see is that you can't change the culture of an entire organization from the bottom up. This is something that needs to be done from the top down. The initiative was not well thought out and ended up failing in the end. There was no communication from upper management to the company as a whole and without direct support and some signs of change at the top this type of change will fail every time.

3. Explain and give an example of the INFLUENCER The Power to Change Anything authors'

(Patterson, Grenny, Maxfield, McMillan, Switzler) concept of vital behaviors and the role of such behaviors in change facilitation.

Vital behaviors are specific actions that dramatically influence results and have the ability to change hearts, minds and behavior. They first thing to do is identify the vital behaviors that are at the root of the problem and need to change. This often requires investigating examples of positive deviance meaning situations or locations where the problem should exist but doesn't. In the process of facilitating change it is very important to determine what behaviors are present and which ones need to be changed and which ones are working just fine (Facilitation Resources, 2009).

The facilitator and group members often share responsibility for progressing toward the goals of the group. The facilitator serves as a guide to the group in order to get things done. The key principles of quality facilitation include believing that groups can make good decisions. The facilitator must ensure participation, convening people as a neutral guide, sharing a sense of group goals, using effective processes, utilizing diversity and wisdom, improving continuously, working together with trust, progressing toward goals, and learning from experiences. A common function of facilitators is that of change agent. This is where identifying the behaviors that must be changed comes into play. Understanding the process of leading change can help a facilitator become more helpful to the group overall. This is especially important if one is facilitating change during tense times (Facilitation Resources, 2009).

4. Explain and give an example of a significant emotional event and the role of such an event in change facilitation.

An example of a significant emotional event would be a manager having to deliver bad reviews to certain employees on the team. This can be very emotional for both the employee and the supervisor. Change facilitation requires that one's subordinates have buy in to the change that is happening. If bad reviews were given to some employees it may be hard to obtain their buy in to anything. If there is not buy in from everyone involved then the chances of the change process going smoothly is slight.

Because of this emotional events, whatever they may be, need to be managed right only with the change process. It is important that each employee stays focused on the task at hand so that progress can continue to be made. Change in itself can be a very emotional event for some and anything else emotional on top of it can be detrimental. Emotional events must be handled with a great deal of sensitivity in order to make sure that the overall change process continues to progress.

5. Define and give an example of organizational culture.

The culture of an organization is basically the personality of an organization. Culture is comprised of the assumptions, values, norms and tangible signs or artifacts of organizations members and their behaviors. It usually does not take members of an organization very long to sense the particular culture of an organization. Culture is one of those things that is difficult to express definitely, but everyone knows it when they sense it. The culture of a large, for-profit corporation is often very different than that of a hospital which in turn is quite different from that of a university. One can tell the culture of an organization by looking at the arrangement of furniture, what they brag about and what members wear. It is very similar to what one uses to get a feeling about someone's personality (McNamara, Carter, 2008).

Corporate culture is often looked at as a system. Inputs include feedback from society, professions, laws, stories, and heroes, values on competition or service among others. The development is based on our assumptions, values and norms. Examples include our values on money, time, facilities, space and people. Outputs or effects of our culture are organizational behaviors, technologies, strategies, image, products, services, and appearance (McNamara, Carter, 2008).

The idea of culture is particularly important when attempting to manage organization-wide change. People are coming to realize that, despite the best-laid plans, organizational change must include not only changing structures and processes, but also changing the corporate culture as well, which is a very difficult thing to do (McNamara, Carter, 2008).

6. Describe an organizational structure and culture that is either performing at a very high or very low level of proficiency in dealing with organizational change.

In order to undergo an organizational change it is very important that the lines of communication are kept open and flowing in both directions. An organization in which there is no communication will not be able to change anything efficiently. These types of organizations often have employees that have low morale and do not perform up to par. Change management requires tremendous planning and sensitive implementation along with consultation with, and involvement of, the people that will be affected by the changes. If one forces change on people problems will arise. Change must be realistic, achievable and measurable or it will fail (Change management, 2009).

Organizations that try to force change upon their employees without first explaining the need for the change and getting buy in will fail in the end. If the structure of the organization is so that everything is done from the top down and the front line is never consulted or asked for their input it will be very hard to get them on board of any change process that is being implemented. Many people do not like change and will fight it the entire way. An organization that does not show their employees the benefits that will be gained by the proposed change will have a hard time implementing change in a smooth way.

7. Describe three interventions that might help the organization in #6 above to better design a structure and resulting culture that supports positive change.

Change can not be sold as a way of accelerating agreement and implementation. Change needs to be understood by all and then managed in a way that people can effectively cope with it. Change can be unsettling, so management logically needs to be a settling influence. Managers should always check that people who are affected by the change agree with, or at least understand, the need for change, and have a chance to decide how the change will be managed, and to be involved in the planning and implementation of the change. Using face-to-face communications to handle sensitive aspects of organizational change management is the best approach. Involving and informing people creates opportunities for others to participate in planning and implementing the changes, which lightens the burden on management and creates a sense of ownership and familiarity among the people affected (Change management, 2009).

An organization that is having a hard time implanting change needs to… [END OF PREVIEW]

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