Organizational Change Implementation

903 Words 4 Pages
A business as any activity involving making profits, there are several changes that might occur in the way the business is carried out. However, as an employer and manager of a particular business, there comes a time when maybe there should be changes in methods of production or distribution. Changes might also occur through introduction of machines for some tasks. As such, organizational change can be defined as the process in which an organization changes its structure, operational methods, introduction of technologies, organizational culture hence effecting change in the business and the outcome of the organizational change (Grimsley, 2015). It can be, a continuous process or it can be undertaken for a stipulated period of time (Grimsley, …show more content…
It is also important to note that change is a gradual process and must be taken systematically. Rushing a change, might lead to failure and hence losses in the business. For this reasons, employees must be psychologically prepared through being informed of the change about to occur. In addition, employees must be made comfortable towards achieving the target of the organizational change. No rushing things without giving clear information, earlier before the implementation. To make organizational change successful, the following must be put in place. As a manager or business executive, one must first determine whether or not the employees are engaged in change implementation. This will help pin point areas that have or have not yet been met for the implementation. The determination can be acquired by determining employee behaviour pattern. For change implementation, it should be an interdependent behaviour where …show more content…
Unfortunately, behaviour patterns such as passive, passive-aggressive, dominant and independent behaviours might be observed. Dominant behaviour pattern is where the employees are openly defiant to the change. Independent behaviour pattern is one where each employee does things their way regardless of the change requirements (Vaughn, 2012). Passive behaviour is the one which employees barely implement the strategy neither do they apply it. Finally, passive-aggressive behaviour pattern where they support the change in presence of the executive or manager, but in absence they clearly hate the change.
Managing a change can be very difficult especially at its early stages. However, managing change helps employers and managers decide on the next step to be done. It is after determining the employee behaviour pattern towards change implementation. If interdependency on change implementation is observed, then the manager or rather the executive has easier time in implementing the change as there is collaboration and flow of information about the changes. If not so, there is need for action to ensure employees help in fulfillment of the success of the change.

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