Organizational Change Through Benchmark Term Paper

Pages: 4 (1260 words)  ·  Bibliography Sources: 4  ·  Level: Doctoral  ·  Topic: Leadership

SAMPLE EXCERPT:

[. . .] The second change model is Korter’s Eight Steps for leading organizational change, which focuses on leading instead of managing organizational change. This change model suggests that an organization’s leadership should be at the fore front in leading and implementing the change. The third change model is Awareness, Desire, Knowledge, Ability, and Reinforcement (ADKAR) model, which was developed to focus on principles of change that are effective on an individual level (Calder, 2013). Lewin’s Change Model and Korter’s Eight Steps for Leading Organizational Change are models that best facilitate organizational adaptation while maintaining a high level of follower commitment. These process provide a framework through which the leadership and followers (employees) work together to implement change in an organization.

Necessary Leadership and Management Skills

While change models can help in leading and managing organizational change, successful implementation of organizational change requires some leadership and management skills that are necessary to establish a model of continuous change that promotes organizational adaptation while ensuring follower commitment. The necessary leadership skills for implementation of a model of continuous change include inter-personal relation skills, charisma, and intellectual stimulation. These leadership skills are part of transformational leadership style, which is essential in implementing a model of continuous change. They help in ensuring the leader provides inspirational motivation to his/her followers when implementing the change. On the other hand, the necessary management skills include strategic management skills, change management skills, and program development skills. These management skills provide a premise for an organizational leader to apply his/her attributes to the practical aspects of what takes place in organizational change processes.

Determining the Most Efficacious Timing for Change

A critical aspect of successful implementation of organizational change is ensuring that the change is introduced at the proper time. Therefore, the determination of the most efficacious timing for change is vital for successful organizational change. One of the measures that can be utilized to determine the most efficacious timing for change is benchmark. Benchmark can be utilized to determine the proper time for change through collecting and analyzing relevant data or information for the change process. In this case, an organizational can conduct internal benchmarking to collect data through compiling data from its various departments, business units, geographical locations, sustainability measures, and cultural diversity perspectives (Öner, Benson & Be?er, 2014). External benchmarking can also be conducted through comparing industry statistics and national foresight studies in relation to the business. The data from internal and external benchmarking should be compiled systematically and interpreted to determine the proper timing for change based on the organization’s internal and external operational environment.

In conclusion, organizational change is an inevitable process in the modern business environment. This process is crucial for organizations to enhance the efficiency and effectiveness of their operations and offers a great opportunity for organizational success. However, this process is relatively complex because of the existence of various internal and external forces that contribute to organizational change and the need to work with various stakeholders. Moreover, successful implementation of change requires utilizing the most suitable change models and intervention, appropriate leadership and management skills, and introducing the change at the most efficacious time.

References

Aileron. (2011, October 25). Five Steps to a Strategic Plan. Forbes. Retrieved November 3, 2017, from https://www.forbes.com/sites/aileron/2011/10/25/five-steps-to-a-strategic-plan/#14d7790c5464

Calder, A.M. (2013). Organizational Change: Models for Successfully Implementing Change. Retrieved from Utah State University website: http://digitalcommons.usu.edu/cgi/viewcontent.cgi?article=1142&context=honors

Öner, M.A., Benson, C. & Be?er, S.G. (2014). Linking Organizational Change Management and Organizational Foresight. Strategic Change, 23(3-4), 185-203.

Taneja et al. (2013). Strategic Management in an Era of Paradigmatic Chaos: Lessons for Managers. International Journal of Management, 30(1), 112-126. [END OF PREVIEW]

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