1.0 Preparing for change
1.1 Identifying implications of the
expected change
Introducing a new line of business and
through a merger presents a number of challenges. To begin with, the skills
already possessed by existing employees may be inadequate to handle the
additional responsibilities (Cummings, 2005). Secondly, the fact that a merger
is to be involved means that sets of employees with potentially conflicting
organisational cultures would be expected to work together (Denison, 2001).
This could generate conflicts if not well handled. In terms of operations, it
is expected that some departments would be merged while new ones get created
with the functional responsibilities of all departments expected to change.
1.2 Defining the change management
strategy
Successful change requires good
strategy. Having determined the implications of the desired changes on the
organisation, it is important that strategies be formulated at the highest
level on how to introduce and implement the change (Newton, 2011). At this
stage, concentration is on the desired outcomes. For instance, the
harmonisation of organisational cultures, empowering employees in line with new
skills requirements and redefinition of the supply chain would be some of the
desired outcomes of this strategy definition stage.
1.3 Preparing managers and employees
for the change
Managers need to be trained on the best
strategies to implement change. It should not be presumed that they already
know how change should be managed; especially when it comes to procuring the
cooperation of the employees through accurate and frequent communication
(Marcus, 2007). Many managers will tend to simply communicate once or twice and
expect that their messages resonate well with the employees. However, research
indicates that most communications need to be repeated about 8 times before the
recipients are ready to buy the message and act accordingly. Employees are best
prepared through effective communication (Newton, 2011). It is natural that
there would be rumours and innuendos during such processes. The management
should counter such rumours through official communication and encourage open
and free dialogue in order to make explanations on any concerns that the
employees may have (Newton, 2011). The communication should portray the desired
change as an important element that would help secure the future for both the
organisation and the employees.
2.0 Managing change
2.1 Developing change management
plans
At this stage, specific activities are
assigned to achieve the set strategies. It is at this point that the set of
activities required to be carried out are determined and the implementation
schedule put in place. It is also at this stage that the yardsticks for
measuring success are established. The importance of this stage lies in the
fact that successful implementation can only be achieved when all activities
are implemented according to schedule and yield the desired results. It is at
this stage that Lewin’s Model for Change comes into play. This model involves
steps to unfreeze current positions, introduce and implement the desired
change, and refreeze to crystallise the new approach to doing things (Nilakant,
2006). Unfreezing can be done by creating awareness and creating an atmosphere
receptive for change. The managers can introduce situations that make it
apparent that the usual way of doing things is not sustainable. Discussions on
the goings on in the environment and among competitors can be encouraged with
an aim to highlight the fact that certain changes must be embraced for the
organisation to survive. The unfreeze stage is aimed at creating an open mind
among employees and this makes them more receptive to the changes to be
introduced (Nilakant, 2006). Planning for the actual change involves the
assigning of responsibilities to various parties and determining exactly how
and when given activities are to be carried out.
2.2 Implementing of the plans
The next stage involves the actual
implementation of the set plans. This period involves decisive execution of
planned strategies and is accompanied by frequent and meaningful communication
in order to keep up the change momentum (Deem and Brehony, 2005). It is the
epitome of the whole organisation change process and how it is carried out
determines whether or not the desired change is a success or not. Those
directly assigned with the task of coordinating various activities are expected
to do so according to plan. Strict supervision is also call for at this stage
to ensure that the implementation is according to plan.
3.0 Reinforcing change
Once a culture of change has been
introduced successfully in an organisation, there is always the danger that the
newly established practices would change before they are fully tested (Deem and
Brehony, 2005). This is where the third stage of Lewin’s model comes in- the
refreeze stage. One way of doing this is to record the new processes and
establish them as the standard procedure for future activities. Frequent
communications to the same effect should also help in crystallising the new
procedures in the minds of employees. This stage can best be implemented
through the following processes:
3.1 Collecting and analysing
feedback
Collection and analysis of feedback is
important in determining to what extent the new changes resonate with the
employees. A communication system needs to be established to ensure that
employees can express themselves and view concerns without any difficulty
(Diefenbach, 2007). The feedback collected is then recorded and analysed to
establish similarities with an aim to assigning weights to the different
sentiments expressed.
3.2 Diagnosing gaps and managing
resistance
Once feedback has been analysed, the
organisation should diagnose the causes of concerns. Where such concerns are
rectifiable, initiatives to resolve them should be put up with speed. This
approach is critical in ensuring that employees’ faith in the new system is not
broken even before crystallisation takes place as desired (Diefenbach, 2007).
The feedback is also critical in assessing whether the causes of failure in the
implementation are due to errors in the implementation plan or due to
resistance from employees who are yet to come to terms with the new system.
Resistance can be dissolved through communication with the resistant employees.
It is under very rare circumstances that it becomes necessary to engage
disciplinary action to call such employees to order.
3.3 Correct anomalies- celebrate
successes
The last stage involves a diagnosis of
the final change realised versus the desired change. Where the change achieves
less than was anticipated, corrective measures are taken. More importantly,
where the desired results are achieved, the employees are rewarded as the firm
celebrates its success.
References
Cummings, T., 2005. Organization development and change. Mason,
Ohio: Thomson/South-Western.
Deem, R., Brehony, K., 2005. Management as Ideology:
the case of new managerialism in higher education. Oxford Review of Education, 31(2), pp. 217-235
Denison, D., 2001. Managing organisational change in transition economies. Mahwah, NJ:
Lawrence Erlbaum Associates
Diefenbach, T., 2007. The managerialistic ideology
of organisational change management. Journal
of Organisation Change Management, 20(1), pp. 126-144
Marcus, G., 2007. Change management: concepts and
practice. New York: ASME Press
Newton, R., 2011. Change management: Financial times
briefing on change management. (Online) Available from: http://alpha.lib.uwo.ca/search~S20?/tchange+management/tchange+management/1%2C24%2C28%2CB/frameset&FF=tchange+management&1%2C%2C2
(Accessed 27 February 2012)
Nilakant, V., 2006. Change management: altering
mindsets in a global context. New Delhi: Thousand Oaks
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