Factors Contributing To Successful Change Management In Organizations: An Essay.

In an organisation, the change refers to a certain course of action which can be helpful in altering major components of the organisation for example the culture of the organisation, the technologies that are being used in the company or the infrastructure which can be fit for the organisational goals and objectives. In the following, there will be a discussion about the benchmarks that are being used for the change management. The discussion might include factors that are contributing in change management, roles of leadership and management, strategic development and lastly the process of data gathering and analysis of the same in order to make the change management successful for an organisation.    

There are many different factors that can make a contribution in the organic evolution for change management. These changes can be predicted based on the internal and external factors of the industry where the organisation operates in. various technological advancements, new entrants in the marketplace, the concept of globalisation, logistics of the management and lastly the relationship with the employees are the main foundation factors of the organisation that make a huge contribution for the organic evolution regarding the change in the management.

The new entrants are the main competitors for any kind of business organisation who emerges with new kinds of technological approaches. Thus there is always a tendency for the existing companies to fail because of their obsolete technological approaches. So it is necessary for the companies to be aware of all the changes occurring in social and market forces, technological approaches in order to make the changes in the organisational structure in a continuous manner in the continuously changing global business world (Coron and Gilbert, 2021). On the other hand, globalisation opens up a huge scope to understand global trends that can help an organisation in gaining a huge profit. One of the biggest drives of globalisation is technological advancement (Alrumaih, 2017). Emerging trends like using big data, artificial intelligence, can help in making changes in the organisation and stay ahead in the competition in the global market. The establishment of relationships with the employees help in executing the changes and problems solving as well in order to make the decision about the changes. Human resources are another main driver for the change management which helps to make it successful.    

Formulations of strategic development approaches and identification of models and intervention for change leadership 

The central idea of change management is a concept which can affect not only the processes of the organisation but also the human resources. For an organisation, creation of models, involvement of all the necessary processes as well as the tools which can be helpful in allowing the particular changes with more effectiveness. This effectiveness depends on the models or approaches which are really important for an organisation (Teczke et al., 2017). There are two approaches that can be effective, one is a revolutionary approach where the organisation can make fundamental changes and call into question the establishment of the methods. This approach can be helpful in achieving the radical growth within the organisation through the changes. The other approach is about the evolutionary approach where the changes take place in the organisational development (Teczke et al., 2017). The implementation of the entire evolutionary changes can be obtained by the help of the modification in the organisational structure and all kinds of processes underlying the structure.

Factors that Contribute to the Organisational Change

As for the models, the organisational change can use several models that can help in the change management. Lewin’s model of change talks about unfreezing, moving and refreezing new behaviour. By the application of Lewin’s model of change, organisations can unfreeze all the old ideas in order to come up with the new ideas (Hussain et al., 2018). This model basically talks about breaking all the comfort zones and accepting the new practices in regards to change management. The other model is the Ghoshal and Barlett model talks about rationalisation, revitalisation and regeneration for the changes. This model is about streamlining all the operations of the company with the leverage of the resources for the opportunities and managing all the business unit operations for the collaboration in the change management (Djodat and zu, 2017). Developing and applying changes can be difficult at times, so the application of this change model can be beneficial in achieving the desired change while keeping the operation steady and profitable.            

Managing the changes in the organisation requires a lot of leadership skills in order to understand how the changes can occur and what the outcome will be. Leaders are one of the unique components for the changes as they not only take part in designing the changes but also make enough contribution for the communication with the employees to make the change management effective (Tang, 2019).  

In change management, leadership plays a vital role which is helpful for the people in the organisation to help in buying the changes and take part in the process of change management. During the change management, it is necessary for the leader to clarify the change with proper communication skills which shall be clear and consistent. This helps the leaders to make the employees understand about the changes and helps in reducing the human resistance for the change management. Leaders also use the communication skills to stay connected with the employees in order to explain vision and make it direct as well as transparent in order to make it successful and understandable (Al-Ali et al., 2017). Apart from that, the leaders also become very accountable and transparent which is effective to foster the desired process with commitment in order to gain the accuracy in performances.  

Necessity of leadership and management for the implementation of continuous change

As it has been discussed in the previous section, for change management, leaders are the vital component who takes up the responsibilities from designing the changes to make the employees understand about the vision. For the implementation of the change management, the organisations need strategic leaders who are skilful in understanding the right kind of changes, the roadmap for the change and also the alternative of the main plan (Cameron and Green, 2019). These strategic leaders follow some of the skills to make the change management successful with minimum harm caused to the organisation. The first factor, communication, is the most important component for change management. By the help of the communication the leaders can lead the human resources for the change (Halkias et al., 2017). Every leader needs to be an active listener to take part in two way communication. As for the analysis of the change, gathering data, decision making or problem solving are the main areas where the leaders play their vital role with the help of strategic leadership.     

Necessity of Leadership and Management Skills in Change Management

In order to make the right kind of implementation for the change, collecting data is very necessary. It is necessary to make an assessment of the internal and external factors of an organisation before making any changes or planning for the same. The collection of data can include the primary and secondary data and that can be gathered by the help of the primary or secondary gathering process (Holten, Hancock and Bøllingtoft, 2019). Here, the primary data signifies the data collected from an individual or a group of people which is completely based on their assumptions and perspectives about the organisation or changes. As for the secondary data, it can include all the previous data of the organisation such as billing or even projects and their success or failure factors. All these data can have a pattern which is necessary to identify in order to find out the right kind of change through decision making (Bakari, Hunjra and Niazi, 2017). These methods of collecting data can be helpful to draw a conclusion about the changes based on the organisational trends.   

The data collection can be helpful in the process of supporting the timing for the changes. The change cannot take place anytime or anyhow, it has to be made on a right time with proper reason behind the changes and also ensure that the change can fulfil the expectations of the organisation along with the goals and objectives.

During the time of data collection, communication plays a vital role as the leaders can foster their employees to entail and enlighten about what change can be helpful for the organisation. The involvements of the employees are most likely to be helpful for the organisation to make them buy the changes for certain benefits. It has been observed several times that the employees are more prone to resist the changes due to lack of communication and leadership. If the leaders are able to establish good communication among them, there are chances that employees will not resist and participate in the data gathering and determining the timing for the changes.     

Conclusion 

Change management is one of the most important and interesting drills for any kind of small or large organisation. It helps put more focus on the priorities for the organisation’s changes. Every single entity that is related to the organisation can get affected by the changes in positive or negative manner. In recent trends related to social change or emerging technologies, it is important for any organisation to make changes in the layers in order to seek the opportunities for the future growth. Leaders as well as management plays a vital role in guiding the employees to a positive way even if it is related to data collection or the formulation of strategic approaches. Thus the changes would be beneficial in achieving the goals and objectives or meet expectations to reach to the future scopes.    

References 

Al-Ali, A.A., Singh, S.K., Al-Nahyan, M. and Sohal, A.S., 2017. Change management through leadership: the mediating role of organizational culture. International Journal of Organizational Analysis.

Alrumaih, S., 2017. The impact of change management in enhancing the effectiveness of companies' performance. European Journal of Business and Management, 9(9), pp.82-85.

Bakari, H., Hunjra, A.I. and Niazi, G.S.K., 2017. How does authentic leadership influence planned organizational change? The role of employees’ perceptions: Integration of theory of planned behavior and Lewin's three step model. Journal of Change Management, 17(2), pp.155-187.

Cameron, E. and Green, M., 2019. Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.

Coron, C. and Gilbert, P., 2021. Managing technological change. Digital Transformations in the Challenge of Activity and Work: Understanding and Supporting Technological Changes, 3, pp.225-236.

Djodat, N. and zu Knyphausen-Aufseß, D., 2017. Revisiting Ghoshal and Bartlett’s theory of the multinational corporation as an interorganizational network. Management International Review, 57(3), pp.349-378.

Halkias, D., Santora, J.C., Harkiolakis, N. and Thurman, P.W. eds., 2017. Leadership and change management: A cross-cultural perspective. Taylor & Francis.

Holten, A.L., Hancock, G.R. and Bøllingtoft, A., 2019. Studying the importance of change leadership and change management in layoffs, mergers, and closures. Management Decision.

Hussain, S.T., Lei, S., Akram, T., Haider, M.J., Hussain, S.H. and Ali, M., 2018. Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), pp.123-127.

Tang, K.N., 2019. Leadership and Change management. Springer Singapore.

Teczke, M., Sansyzbayevna Bespayeva, R. and Olzhabayevna Bugubayeva, R., 2017. Approaches and models for change management. Jagiellonian Journal of Management, 3(3).