Indeed the coaching image of managing change appears to focus upon the relationship; development and nurturing of employees, as they will ultimately be the ones called upon to play active roles in participating in change. As such, one may be drawn to the view that establishing a charter of; trust, shared values and benevolence may increase the likelihood of positive, successful outcomes Ladyshewsky, However, achieving such an outcome may require the consideration and ultimate implementation of change management theory.
One such established theory which includes various periods of advancement and contributing developments is that of organisational development. Palmer et al , provide a comprehensive study on the evolution of classic organisational development theory and practice.
The outcomes of these studies could be viewed as the reiteration or further confirmation that best practise within an organisational sense includes an overall focus and commitment towards human relations.
What could perhaps be perceived as the revolutionary aspects of these studies is the more micro or operational specificity application, from an implementation perspective. That is, notions such as; creating self-managing workgroups, more challenging jobs and total quality management are brought into spotlight to perhaps provide greater practical or operational guidance to managers Collins et al, The final key evolutionary contribution to classic organisation development theory, as detailed by Palmer et al , includes the notion of strategic change — as developed by Beckhard and Worley.
The focus of these contributions centre around the requirement of change needing to be strategic, aligning with organisational culture as well as the adaptability to the technical and political environment. Particular focus may need to be paid to the development and maintaining of relationships between individuals as a means of harmonising, in an objective sense. From a coaching perspective, one may need to be aware of the potential drawbacks or shortfalls that may exist, when seeking to apply the classic organisation development theory.
French et al detail widely acknowledged problems or shortfalls to the classic organisation development model. This includes the perceived difficulties surrounding establishing the relationship link between organisation development and creating a clear ability to identify organisational effectiveness.
Additionally French et al focus on the difficulty to quantify where other external or internal factors may be of lesser, equal or greater influence to overall outcomes. An apparent lack of theory in this regard may make it difficult for the manager coach to identify where particular methods employed led to specific outcomes.
Additionally one may need to consider the universality of organisation development and whether it is indeed relevant and workable in all cultures, or perhaps limited to the western sphere, particularly when operating in a globalised business landscape.
Perhaps it could be said that classic organisation development provides foundation principles or guidance for managers coach. Indeed this could be said when considering the Lewin Change Management Model, and the underlying notion of unfreezing the established methods, implementing change to then refreeze after change has occurred Burnes, Whilst this may appear abstract or lacking a degree of substance it could be viewed as a potential mission statement when seeking to implement change.
However, one may deem it prudent to explore additional theories that could offer further substance and ultimately assistance when seeking to implement change, from a coaching perspective. As previously mentioned one may find faults or limitations in the traditional organisation development theories and feel compelled to study the advancements of the original themes.
One such area could be that of appreciative inquiry. Appreciative inquiry seeks to focus on what is currently working best, to build further from those foundations Watkins et al, This process seeks to achieve the optimum future design. The steps in this process are outlined by Palmer et al , as discovering, building, designing and sustaining. By its very nature appreciative inquiry is inclusive in an operational wide sense.
That is, individuals within the organisation are encouraged to take an active role in participating in change by creating a landscape which attempts to harness positive change and self-organisation.
The concept of organisation development theory, known as positive organisational scholarship, is an emerging phenomenon that could be described as being in its infancy. However what this theory may appear to lack in age or breadth of applied experience, it potentially makes up for in intrigue and interest to prompt further consideration. Cameron et al , p.
With the leadership style it becomes easier to control the situation and most importantly the change could be inherited within the business operations. The implications of various leadership styles could shed more light on the discussed topic. If any manager has identified the change then it shows the transformation leadership style form his side. The leaders who focus upon the visionary approach they normally show their inclination towards the transformational leadership style.
Thus it is a basis of change that has been experienced. It is a responsibility of leaders that they need to identify the available opportunities into the business environment and have to make decisions accordingly. Afterwards the major responsibilities and duties of manager start towards the implementation of change.
Here the manager need to create the aura of transactional leadership style and has to apply various other leadership style along with transactional one. The transactional leadership style facilitates to inherit discipline and core management practices within the organization which are most required and prevalent ingredients for the change management.
It should be the core focus area for the leader but need to rely upon various other leadership styles also. The managers need to understand that people behave in different manner and it is not easier for everyone to accept the change. Thus here the role of situational leadership style is immense. Through supportive leadership style the manager can try to understand the reason behind the resistance level of employees. Further the supportive leadership style is most suitable with the perspective of gaining the vote of confidence from employees.
Ahead another essential factor for the successful implementation of change should also clear to the leaders as it is also a part of supportive leadership style. The list of essential factors includes the explanation of benefits that could be availed by both company and employees.
Through providing the reasons behind the change the manager can eradicate the sense of fear and easy implementation could be noticed. Without providing the reason behind the change the manager cannot justify with the change management and can never get support from the employees. After becoming familiar with the reasons behind introducing the change it could be possible that the staff people can give their contribution towards the planned change.
The major area of concern is that once the change has been proposed now the manager need to focus on communicating the change to the staff people and have to take their consent towards the change. The participative leadership style could help immensely in the change management as it provides the guideline to deal with the resistance level of employees. The combination of both supportive and participative leadership style could be highly immense on the ground of effective change management.
The element of participative leadership indicates towards the fact that the employees and other stakeholders must be communicated properly towards the change and their opinions must also get reverence into the change management process. They should have information about the change. Thus the participative leadership provides the favorable environment towards the change implementation.
Further the leadership style of laissez faire could not be effective at any cost until n unless the organizations have highly experienced and motivated employees. Through laissez faire the employees can never think better and effective decisions for them.
Actual it is very common fact that change may be increases the efficiency and productivity of the company but implementing the change is actually is very tough task. It demands huge patients and efforts in terms of aligning with new change. So it might be possible that through laissez faire leadership style the employees can postpone the change on their cost of hard work and comfortable working environment.
On the contrary same fact has been delivered by the management experts that if any kind of change is demanded only in upper hierarchy level, where top level employees understand the urgency of change for their growth and benefits, the organization should adopt the laissez faire style of leadership.
Through autocratic leadership style the managers try to suppress the employees and foster the environment of following their instructions only. Here the combination of transactional and autocratic leadership could be noticed. These leadership styles show the negative impact and most importantly the level of job dissatisfaction also increases at very large scale.
Staff people feel highly de-motivated and just feel the restrictions and stress at workplace. It just minimizes the productivity also and the change management could produce negative results. Thus in this way these are certain traditional leadership styles which have their impact at the change management process in both negative and positive manner.
They must be permitted to be involved in assembly work-related judgments to further improve the organisational formation Bryson, With the attendance of stable drive, the balance of performance and change basically exists.
For instance, the task to change the culture in order to ensure the promotion and needed integration involves changing people to find unity in apparent chaos Almaraz, Leadership and commitment of the members with the organisation to ensure loyalty should be inculcated and maintained among its people. Coordination - Most of the flourishing business practices depend to a great extent on excellent interpersonal communication and association among the people and the whole organisation. Enclosed with a common objective, the organization of change must be coordinated with the instantaneous beneficiaries or individuals that are openly affected.
Explaining the purpose of change is necessary. Communication is the most effective means that the management can utilise. Gaining the trust of the workforce and maintaining a harmonious professional relationship is very important to an ideal flow of organisational operations.
However, these will become waste if problems and difficulties brought about by negligence and attached with the dissimilarities between owners and workforce arise in the course. Supervision of the information and communication that the organisation utilizes in its day after day procedures is essential in any organisation.
Information is the main hub of every business organisation on which every personnel, worker and administrator work on. It is used in order to meet the demands of the clients and customers of the business.
This is the motive why there must be suitable communication and information administration stream inside the business organisation. From this we may say that transformation is usually expressed to the ultimate improvement of the organisation - both its processes and functions. The Model of Continuous Improvement see appendix suggests a guide on how to efficiently administer an organisation particularly those functioning in the international atmosphere.
It emphasizes the association between the gears or sources of a certain organisation with with the individuals operational and the schemes that are utilized. The above signifies on how to administer change is included in the mould.
The culture concept, commitment and communication is given value in generally and incessant development of an organisation. These notions should be first encouraged and erudite by the organisation members so as to make sure the optimistic results and get rid of the unconstructive aspects that may be dangerous in the success of the organisation's distinct objective. In conclusion, as the organisation change, its culture is affected. This may need altering employees' behaviour and attitudes so that they fit into the transformation procedure.
Flourishing contemporary transformation programs show that this is likely to happen because it is significant to have a high-quality poise amid employees' and the organisation's goals and needs. Therefore, the organisation must realise that it exists in a society of continuous, rapid change, and that its workforce, internal culture, and structure may in a near future differ much from what it is today.
It must continuously stay attentive. Specifically, if the water gets too agitated, it must jump out of the bowl - not let it to be lulled to slumber.
As discussed, the information of the underlying sources of competitive pressure highlights the critical areas where strategic changes may yield the furthermost payoff, and highlights the areas where business industry trends assure to grasp the furthermost significance as either opportunities or threats. Perceptive these sources will also establish to be helpful in considering areas for diversification, though the main hub is on approach in the industry.
With respect to the previous discussion, change management alone is not only the essential thing to competitive advantage. Other factors such as social responsibility, use of power and leadership also need enough consideration. May 14, from http: Essay UK - http: If this essay isn't quite what you're looking for, why not order your own custom Management essay, dissertation or piece of coursework that answers your exact question?
- Change Management The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change.
Change Management Questionnaire Change management according to many becomes essential for the following reason: external pressure; which can encompass competition, new technology, cost, and regulation changes. Furthermore, economic and social conditions can .
Essay Paper on Change Management Model Each company uses different models of organizational change depending on its needs and circumstances for the moment of need for change. The choice of certain change model is made by change specialists. The change management process and the strategy have to revitalize all departments without pushing change from the top. As a part of the implementation strategy, the leader should monitor and adjust strategies in response to problems in the revitalization process.
Head: CHANGE MANAGEMENT QUESTIONAIRE Change Management Questionnaire Nov 9, Change Management Questionnaire The purpose of this paper is to discuss organizational change and the management of that change. WritePass - Essay Writing - Dissertation Topics [TOC]IntroductionOverview of the companyScope of changeProblems in implementing changeRecommendationsConclusionReferencesRelated Introduction Change management can be defined as ‘the process of continually renewing an organisation’s direction, structure, and capabilities to serve the ever changing needs to external and internal customers’ .