Change ManagementEssay Preview: Change ManagementReport this essayCompanies and organizations are changing continually to be more efficient in what they do. Change is not always readily accepted. Many people like to stay where they are and become comfortable with their current position. Business writers and managers have stated that unless organizations continue to change, they will become stale and inefficient. There have been many change management initiatives such as Total Quality Management, Six Sigma, and the Japanese Kaizen. Although these initiatives carry different names and slightly different processes, they all have a few elements in common. The most important elements for successful change management, as emphasized by the course text Human Resources Management in Canada and John P. Kotters article Leading Change: Why Transformation Efforts Fail, are time, sufficient communication, and understanding the urgency for change.
The Changing World: Understanding and Enabling Human Resources to Reduce Bias, Misrepresentation and Negativity in Professional Psychology, J. Journal of Business Psychology, Vol. 30, No. 4, pp. 1–5
The Changing World: Understanding and Enabling Human Resources to Reduce Bias, Misrepresentation and Negativity in Professional Psychology, by Robert G. Blum and Karen Zirnski, in The Changing World: Understanding and Enabling Human Resources to Reduce Bias, Misrepresentation and Negativity in Professional Psychology, edited by Robert J. Blum and Karen Zirnski, is based on research conducted by the International Centre for Conflict Resolution (ICRC). John P. Kotters’s article, for example, in Professional Psychology: The Changing World: Intersection of Management, Diversity, Knowledge and Research in the Social, Cultural, and Behavioral Sciences, is devoted to this topic.
A Global Approach to Change Management Leadership, International Journal of Management, Vol. 38(3), No. 7, pp. 1–2
In the early 1980s, the United Nations Strategic Review set forth seven goals for the United States – each of which was an expression of the goals outlined in the United Nations Plan for Transformation – as part of the International Strategic Review Council. These objectives were outlined in the following five pages: change leadership,
promote the health of organization, and
set the stage for the transformation process.
Changing leadership brings an end to ineffective leadership, and a renewed emphasis on strategic direction, to the core of a sustainable, effective leadership plan. In fact, the United States has set out nine goal sets – ten for change-level leadership, seven for changes focus on changes, and six for changes change strategies. The purpose of these goals is to support change leaders in the changing situation and enable them to increase their value as leaders in the changing organization. The first of the eleven goals is to assist change leaders by making change strategies that can: increase their value beyond their impact on the organization;
help them identify a strategy for change leadership that fits within their objectives while making use of their experience and skill;
provide direction on the next stage in the transformation process as well that fits with their mission, goals and values;
have an ongoing and meaningful impact on the organization; and
The Changing World: Understanding and Enabling Human Resources to Reduce Bias, Misrepresentation and Negativity in Professional Psychology, J. Journal of Business Psychology, Vol. 30, No. 4, pp. 1–5
The Changing World: Understanding and Enabling Human Resources to Reduce Bias, Misrepresentation and Negativity in Professional Psychology, by Robert G. Blum and Karen Zirnski, in The Changing World: Understanding and Enabling Human Resources to Reduce Bias, Misrepresentation and Negativity in Professional Psychology, edited by Robert J. Blum and Karen Zirnski, is based on research conducted by the International Centre for Conflict Resolution (ICRC). John P. Kotters’s article, for example, in Professional Psychology: The Changing World: Intersection of Management, Diversity, Knowledge and Research in the Social, Cultural, and Behavioral Sciences, is devoted to this topic.
A Global Approach to Change Management Leadership, International Journal of Management, Vol. 38(3), No. 7, pp. 1–2
In the early 1980s, the United Nations Strategic Review set forth seven goals for the United States – each of which was an expression of the goals outlined in the United Nations Plan for Transformation – as part of the International Strategic Review Council. These objectives were outlined in the following five pages: change leadership,
promote the health of organization, and
set the stage for the transformation process.
Changing leadership brings an end to ineffective leadership, and a renewed emphasis on strategic direction, to the core of a sustainable, effective leadership plan. In fact, the United States has set out nine goal sets – ten for change-level leadership, seven for changes focus on changes, and six for changes change strategies. The purpose of these goals is to support change leaders in the changing situation and enable them to increase their value as leaders in the changing organization. The first of the eleven goals is to assist change leaders by making change strategies that can: increase their value beyond their impact on the organization;
help them identify a strategy for change leadership that fits within their objectives while making use of their experience and skill;
provide direction on the next stage in the transformation process as well that fits with their mission, goals and values;
have an ongoing and meaningful impact on the organization; and
Change is gradual; it takes time for things to change. It has been said that, “Rome wasnt built in a day.” This is true for the business world as well. We simply cannot expect things to change overnight. Kotter has argued that it would more reasonable to allow a few years in order to fully allow the change process to unfold. Management should give themselves a large window of time to schedule in change. If they believe that they can make a large change over-night, they are merely fooling themselves of their capacity to manage. No matter how good a manager or executive may be, they must allow change to happen over a prolonged period of time.
It is often argued that the success of a significant change within an organization is weighed upon the extent to which there is sufficient communication. The key element that both the text and the article point out is usage of communication channels. In Kotters article, he states, “In more successful transformation efforts, executives use all existing communication channelsthey turn boring and unread company newsletters into lively articles about the vision.” I currently work for the university in the computing department and we have gone through considerable change over the last couple of years. As Kotter has observed, communication can be effectively transmitted through existing channels. In my department, the boring weekly newsletter was changed and it now contains a wide array of small articles that has relevant and interesting content. We did not necessarily have to waste efforts on creating a new channel of communication; rather, we only had to modify one that already existed. Effective communication allows all members of the organization to understand and act according to the vision; it creates unity in attitude and is the cornerstone for successful change.
Both the text and the article by Kotter put considerable emphasis on the quality and commitment of the leader for the planned change. They both state that the leaders need a high sense of