Case Study: Organizational Change and Stress

Pages: 5 (1764 words)  ·  Bibliography Sources: 5  ·  Level: Master's  ·  Topic: Business - Management  ·  Buy This Paper

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[. . .] The key in this case remains the removal of present obstacles by ensuring that others are empowered to act on the vision.

Sixth, efforts should be made to ensure that short-term wins are systematically planned and catered for. The reasoning here is that the change process may take time for the ultimate benefits to be realized and hence in such a case, the organization risks loosing momentum. The creation of short-term wins is a way to motivate organizational members as in this case, they have evidence that their efforts are not going to waste.

Next, Kotter (1995) warns against declaring victory prematurely. In this case, if victory tends to be declared too early, chances are that momentum will be lost. This will in turn reverse the gains made so far by allowing old habits to re-entrench themselves. It is hence critical that change agents accept that the entire change process might take years.

Lastly, Kotter (1995) proposes that the changes be anchored in the culture of the organization. This ensures that new behaviors take root within the organization. Failure to ensure that the new approaches are institutionalized may subject such approaches to degradation over time hence rolling back the gains made.

References

Allcorn, S. (2005). Organizational Dynamics and Intervention: Tools for Changing the Workplace. M.E. Sharpe

Ford, J.D., Ford L.W. & D'Amelio, A. (2008). Resistance to change: The rest of the story. Academy of Management Review, 33(2), 362-377

Hussey, D.E. (2000). How to Manage Organizational Change. Kogan Page Publishers.

Kotter, J.P. (1995). Leading change: Why transformation efforts fail. Harvard…

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