Change Management Theory Case Study

Pages: 9 (2715 words)  ·  Bibliography Sources: 5  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

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However, the theory and approach of contingency caused me to think otherwise. This approach challenges my personal perspective and view that there is "one best way" of going about organizational change management. The contingency approach indicates that the style of change varies in view of the scale of change and the reception that the organizational members have towards the change. Therefore, in view of this approach, I learnt that there is no particulate way of managing change to the effectiveness of all organizations and companies. The approach specified that the change is only equal to the uniqueness of the situation in question. This is true as the managerial or other change that a company that deals in the manufacturing process is not similar to that in the hotel or service industry. These industries have different platforms of engaging the customers; thus, every organization needs a change management strategy that inclusively caters for all the stakeholders in that organization or company (Senior & Fleming, 2006 p. 81). Additionally, the reception of the organizational members to the change features significantly in this approach. There are no people react similarly when in a given situation. People have varied degrees of reacting, thus the management of change should consider that reception the organizational members will have towards the change.Download full Download Microsoft Word File
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TOPIC: Case Study on Change Management Theory Change Management Assignment

Another factor that came through in this learning process is the complexity theory and functions of leadership in managing changing change. Most organizations, such as the case study of the healthcare company, leave the management of change to the managers they employ to implement the change. However, as the complexity theory puts it, management of change begins with the leadership. In this perception, the function has three key roles in managing change. The leadership has the administrative function, in which it has the role of directing, aligning, budgeting, allocating resources and regulating the change process. Secondly, the management has the responsibility of enabling, which promotes rich interaction and flow of information, which loosens the structures of administration. This opens new channels for administration and members of the organization. Lastly, is the adaptive function, which advances innovation and solutions t adaptive issues to the change. Thus, in this study, I learned that the leadership is essential in facilitating and managing the change process in the organization. The leadership facilitates the essential factors of organizational climate, environment and culture towards the adaptation of the change; thus, paying mountainous contribution towards the management of the change in the organization.

Additionally, another factor that I experienced shaping my perception towards managing organizational change is shaping image. In this study, it featured a comparison of the organizations in the past and present. In these comparisons, it was clear that changing times have varied influences on the organizational structures in place. The procedures and structures that used to work in the early 1970's are not similar to those of 1990's, which also vary from those of the present (Saunders, 2010 p.101). Thus, this dynamic aspect of the world development necessitates the process of shaping the image of the organization to manage the change in process. Change is incremental and participative, having a long-term focus to enable it achieve the action-oriented goals. Therefore, in view of the procedures to apply in managing change in the organization, it is essential to establish the changes around the world affecting the organization. Thus, as change is institutional, it also seeks the incorporation of the image that the organization will portray to the organizational members and other stakeholders. Secondly, in shaping the change, there it is essential to take the approach of a coach to facilitate the change process. A coach takes a keen interest in all his players, as the team cannot achieve common goals unless there is cohesiveness. Thus, working as a coach means that the change process incorporates all people's visions, needs and expectations; thus, leading the organization towards adoption of the change successfully.

The impact of course mates and lecturers contribution in the study

Lastly, in the course of the semester, I also incorporated the perspective of the lecturer and other course mates. In the class discussions, several factors came clear in perception of management of change in the organization. The experiences of fellow classmates seemed similar to mine, with limited varying perceptions. Most course mates realized that it is essential to diagnose the readiness of the organization for change, and the level of member incorporation. The lecturer, who is a consultant in change management, shared with us experiences that also challenged my perspective in change management. The lecturer did not include the element of human social welfare and dignity in the conceptualization of change management in the organization. This realization created an impact in my ability to establish myself as an agent of organizational change within the organization I will work. There are various moral aspects that the lecturer also established which might influence the personal motivation to become an agent of change. Nonetheless, the class discussions proved essential and complimentary in adding to the studies from the course work covering the topic of change management. The learning procedure answered the perceptions that I had concerning the implementation of change and the consequent process of managing that change.

The implication of the present personal perspective on approach to future organizational change

Change is an imperative factor in any activity or organization that we engage. This realization helped me in combating the study on the subject of change management and understanding the various perspectives others have, as well as, the best procedures to undertake. Daring from the course study, the perspectives and ideas that I learned will certainly affect largely on my personal perspective on the approach to change management in any organization I work. The course aided me to realize the aspect of leadership that is missing like in the case study of the major healthcare company. The leadership is an essential factor in managing organizational change; thus, in the future, I may consider taking leadership course to facilitate and improve my scope in managing organizational change. The overall pattern of opposition from membership of the organization will not be an issue, as I will apply the coaching strategy to ensure I conclusively bring them onboard to the change. In my professional experience, I learned many strategies, such as the dynamic nature of change, that will grow and equip me in addressing organizational change in the future.

Conclusion

The course study is remarkably relevant and influential in shaping the approach to organizational change management. It changed my perspective on the subject completely, encouraging me to consider becoming an agent of change personally. The organizational culture will be momentous in driving the change management, as such; I will establish personal culture that is open to realistic change management strategies that are unique to the situation. Therefore, this course lessons shaped my assumptions and perspectives concerning organizational change significantly.

References

Anderson, D., & Ackerman-Anderson, L.S. 2010. Beyond change management how to achieve breakthrough results through conscious change leadership. San Francisso, Pfeiffer.

Burke, W.W. 2010. Organization change: theory and practice. Thousand Oaks, SAGE Publications.

Hughes, M. 2006. Change management: a critical perspective. London, Chartered Institute of Personnel and Development.

Saunders, M. 2010. Organizational trust: a cultural perspective. New York, Cambridge… [END OF PREVIEW] . . . READ MORE

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