How Leaders Change Organizations

1323 Words 6 Pages
One thing can be for certain, organizations that do not evolve and do not respond to their constituencies will fail to meet their goals and achieve success. Organizational change is difficult for any organization but necessary for an organization to stay relevant and successful. Organizations that are ready for change, and are in-fact ready to embrace change, have certain traits that make them suitable to adapt and stay flexible.
Organizations that are adapt at change management incorporate practices that set them up for success. Organizations that have well defined goals and metrics are able to move the organization in a desirable direction as well as measure how that movement is progressing over time (Public Management Institute, 2014).
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Leaders need to ensure that they process they use to ultimately succeed in creating organizational change is one that is clear and flexible. Establishing a define process that has a clear path forward will offer the best chance of success.
Leaders would do well to ensure that need is required (Fernandez, S., & Rainey, H., 2006). In order to persuade others that change is needed, the leader must define what needs to be change, why it needs to be changed, and how change will impact the organization in the future. These three variables will help the leader ultimately sell the necessity for change. Data such as financial data, performance data, best practices, and other forms of evidence that aids in the managers pursuit of making change will help justify the leaders cause. Without the appropriate material to substantiate the need for change, all stakeholders, both internal and external, will question everything from the leader’s motives to the leader’s
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Constituencies served by the organization will be the first to support or attack the proposed changes. It will be the leader’s responsibility to guide the discussion in a way that focuses on the data and the reasons behind creating the change. In this respect, the leader must show the value in how the proposed change will benefit the constituent or benefit the organization in such a way that it benefits the constituent in some manner.
Implementation of the plan will require both time from those in the organization and direct costs. The leader’s responsibility is to ensure that adequate resources are allocated to sufficiently transition and implement the plan outlined (Fernandez, S., & Rainey, H., 2006). Resources ensure that those in the organization have the tools and time necessary to actually execute the plan and make the changes outlined in the plan.
Once the change has been made, it will be important for the leader to aid in institutionalizing the change (Fernandez, S., & Rainey, H., 2006). Processes and policies must be adapted to ensure that workflows and operations are accommodating the new way of doing things in the organization. Institutionalizing change means everything from changing the name of something or job positions to changing accounting procedures and rearranging practices to fit within new organizational

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