Term Paper: Organizational Change the Change Management Implies

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Organizational Change

The Change Management implies the manner in which the consumers are made to receive a new business process -- and the technology that makes it possible. The inherent principle behind the change management is that human beings make the companies perform and not technology. The change management is with regard to making certain all of those things that are incorporated from the initiation as being a part of the project. (Burrello, n. d.) the strategic concerns which are to be dealt in incorporate: management association and role; whether to apply an internal or outside consultant; the manner in which to refer to the altercation effort, the vision and/or particular objectives for the variation; and detection of values that would cater to assist the variation. (Kovel-Jarboe, 1996)

Organizational changes is focused upon associating positive contact to create educating communities that foster the effort of changes and search for surpassing the hindrances. (Gayle, 1993) the management of the effort of change is crucial, since outside consultants would almost always be necessitated. Consultants are required to be selected on their prior relevant experience and their commitment to familiarize the process to cater to specific organizational requirements. While the consultants would not be valuable with original training of staff and TQM system design, management, employees and others are required to be actively associated in TQM accomplishment, probably after attaining training in change management that they can then move on to other employees. A cooperative association with the consultants and transparent responsibility demarcations and entrust of activities are required to be instituted. (Gummer; McCallion, 1995)

The consultant acts as a means in the process of associating the relations by means of formal and informal approaches. The consultant associates with the learners in the job of chalking out their own fates. (Gayle, 1993) Consultants are required to associate with the hurdles of organizational change. The magnitudes of association of consultants in the organizational change, the process wherein consultants and their clients depend on for implementation of organizational change are required to be comprehended. (Harrison, 1991) Similar to the professional consultant in a designed organizational change, it is implied that the consultant adhere to the guidelines that confirm to the ethical consulting, acknowledge the limits within which the consultant should function in an organization, comprehend the legal responsibilities and risks inherent in organizational consulting and cater to regular and continuous professional development activities. Consultants have different points-of-view on successful consulting. The solution to complex problems rests among the consultant and the client. The solution comes out during the project as the consultant and the client function cooperatively to clarify the existing concerns and deal them while learning at the same moment. A skilled organizational consultant remembers there are several views on a concern in the organization. Such views should be positive and explored since they mostly cater to more effective problem solving. It is pertinent for the consultant to comprehend the views of clients on their concerns, taking into consideration their attempts, their functions, the opportunities which have not been availed and the scope available for present attempt. (McNamara, 2006)

There appears no blame in consulting circumstances. It is unusual that anyone tries to hurt someone else or a firm. An atmosphere of blame only caters to obstacle individuals in the organization of the client from the trust, cooperation and dedication essential for effective change. The consultant requires coming over to the project having a basic level of consultation structure in mind. At the early stages of the project the major aim of the structure can be applied as a common point of reference while taking into consideration the project objectives, modes, monitoring and learning. It is pertinent to be desirous of modifying the structure as the consultant and the client work co-operatively. The client would provide worth to the consultant if the consultant go on working together in a process that is cooperative, well comprehended, communicated to all and concentrated on the results. (McNamara, 2006)

Efficacy arises from the skill of the consultant. This is in fact true, particularly if the consultant's client thinks the consultant to be authentic and having due regard and consulting with concentration on results and learning. Likewise, one of the strongest effects that the consultant could have with the clients is regarding modeling the behaviors that the consultant desire from them. Amidst the client's uncertainty, the consultant assists in a great manner by continuing to be at really focused, grounded, transparent and consistent. The consistency of the consultant fosters trust and commitment with clients too. The consultant is regarded as a tool of change with the consultant's client. Therefore, the consultant is required to be desirous of suspending the overall biases, assumptions and beliefs when functioning with people. It is pertinent to be honest about them when they arise during a project. (McNamara, 2006)

It is required to always first narrate the cause for the advice of the consultant and the advantages that might come to the consultant's client due to this. It is then pertinent to offer time for the client to react to the views of the consultant. This normally happens even if the consultant is a leader evolving to be an internal change agent. It is up to the client to apply the advice of the consultant or not. This is sometimes one of the difficult principles for new consultants to accept. It assists if the consultant takes into consideration the knowledge that individuals learn only what they are ready to actually learn. It is pertinent for the client not to take things personally. Sometimes the client faces problems over a matter partially, due to their role in the concern. They may not desire to vary themselves and would resist the attempt of the consultant to assist them. In those circumstances, it is pertinent to recall that those reactions are the choice of the client, not of the consultants. (McNamara, 2006)

The nature of the activities that the consultant becomes associated relies on what the consultant and the client of the consultant have agreed upon as the roles for the consultant and liabilities. As a professional consultant, the consultant is required to review the kinds of actions in the form they exist and are not associated. As a professional consultant, the consultant is required to review the kinds of activities in which they are being involved and are not associated. The monitoring is particularly relevant during the phases of "Engagement and Agreement; Action Planning, Alignment and Integration; and Implementation and Change Management." (Gayle, 1993) it is pertinent for the consultant to not function on activities which are external of the scope of the functions of the client without the permission of the client and probably not without a new or an amended contract. To illustrate, if the contract of the consultant is to assist Board development, then it is pertinent not also to consult to formulating a Facilities Plan, irrespective of the fact that the consultant strongly believe that they could give rise to a great deal to that Plan. The client has appointed the consultant to function on certain matters within the organization. If the consultant is associated with other issues, the client may be under the impression that the consultant is a loose cannon thriving all over their organization. The circumstances could be alarming to them and result in the client to lose trust in the consultant. (Gayle, 1993)

The consultant has a recognized agreement to concentrate only on particular issues. If the consultant moves away from that agreement, the consultant's client might even sue the client for issues of malpractice. Irrespective of the fact that the client of the consultant greatly appreciated that the consultant were assisting out in other fields, the consultant could be affecting the real objective by resulting in project crunch. That prevails when the project is being seem to not end since the essentialities for the project continue to somewhat expand. Normally, the project loses its concentration and efficacy. Irrespective of the hard work of the consultant, the client may not comprehend the project any further and where it fits into their firm. These are basically applicable to consultants whose experience associates with a level of new clients. (Gayle, 1993)

The consultant normally is not required to be making operative decisions regarding the administration, leadership as well as management of the organization of the client, unless the consultant has been recruited to hold an interim position in the capacity of a leader or manager in the firm. but, the consultant should concentrate as far as possible on assisting the client to decide the manner in which to formulate such decisions. That is true since, people fight in their firms, they have moved away from the fundamental systems and processes such as plans, policies, roles as well as procedures that are essential to effectively formulate decisions and solve the problems. Certain consultants function basically with the same few clients and relating to a wide, informal scope of function in their… [END OF PREVIEW]

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