In the contemporary world, business inclinations are changing swiftly across the globe and the organizations that fail to change cannot thrive. Generating a change willingness climate in an organization is the work of the leaders. Apart from the leaders, workers also ought to be ready for any change progression. The readiness of workers to embrace change is vital for the triumph of the progression. Although leaders guide their organizations, the power of change rests with the workers and stakeholders, and leaders could just attempt to encourage and back the change (Beerel, 2009). Workers could choose whether to support or reject the change and if leaders are committed to the triumph of the organization, then they must organize their subordinates for change. Managers must decide and set up an appropriate way of stimulating, executing, and sustaining change.
Change denotes transforming the extant situation with the intention of generating a better position (Kavanagh & Ashkanasy, 2006). Organizational change denotes different activities that seek to modify earlier techniques, progressions, and organizational conduct to mention a few through ascribing some guidelines. Organizational change thus entails dissimilar operations that create changing the course and practices that impact the manner in which organized operated previously. Inquiring concerning the meaning of change is what establishes it and leads to an understanding of its purposes thus making it simpler to realize the management of change and the best way to gain from the change. Organization change is a continuous practice; it should at all times be with the organization and will keep on prescribing certainty. Discussions concerning change have different views in common; for instance, whether change ought to be environmentally or internally established. On this note, Fallik (2013) affirms that organizational change ought to be environmentally established, which insinuates that the aspects creating transformation are external to the structures changing. Other viewpoints helpful to deliberate are whether change is more due to transmutation than evolution. Tactful and proportionate reactions by studies state that both evolutionary and transformational changes happen concurrently in an extremely less determinable and proscribed style than can be envisaged.
Dealing with resistance to change
Thus far, some theorists have created different techniques, processes, models, and policies appropriate for different fields but customization is totally essential for every instance. In this regard, management of change could signify the organization of a planned phase of alteration from one situation to another with the intention of attaining long-term modification in an organization (Anderson & Anderson, 2010). People concentrate more on what they will be required to abandon when transformation are implement than what they will gain; this is a major aspect for resistance that employees illustrate towards change, which is somewhat paradoxical since any process of change is carried out for good motives.
Opposition of change is a thing that has to be dealt with for an organization to progress. In some instance, the leadership of the organization could bear a disagreeable perspective of resistance such as typifying resistance as the most horrible, incapacitating workplace evils, and the most potent, absurd barrier of advancement and good plans. On a similar note, leaders could view the people resisting change as “base-feeders” who are opposed to change due to its likelihood of eradicating the corrupt operations on which they benefit. Nevertheless, resistance to change could arise since, justifiably, there are many concerns in an organization, and one or more interests could be subverted by the suggested change. Resistance is not at all times overcome, though leaders ought to strive to overcome resistance as much as achievable (Bejinaru & Baesu, 2013).
Resistance is likely to occur when change is proposed, but it is likely to be short-term and unsuccessful since; finally, the intended change will take place irrespective of the efforts of some employees in the organization to oppose it. Resistance could provisionally holdup change, but cannot stop it from occurring. Leaders and managers are supposed to understand that opposition of the change by employees is neither essentially unfounded, nor is it at all times a bad thing. At times, workers can foresee something that leaders have not thus become opposed to faulty change intentions. It is also sensible for workers to be concerned with changes that could threaten their employment, as could be the case with an annunciation that an organization is advancing towards automation and layoffs. Directors who directly deal with workers are major agents of change. Employees must be convinced that the proposed change is for their good and be persuaded to support it. Such communication is significant for workers because full disclosure engenders security, a cure for opposition (Brătianu & Anagnoste, 2011). Leaders and managers have to tackle individual interests that workers could have concerning employment security, salaries, loss of control as a way of dealing with resistance to change.
Benefits and Significance of Organizational Change Management
Organizational change management plays a significant function in all organizations because the duty of managing change is a complex one. Organizational change management signifies carrying out proposed changes in a designed and systematic style. Changes in any organization could be initiated internally from the organization or outside. For instance, a commodity that is well-liked amid the clients could go through changes in design to attain competitive advantage anchored in prompting aspects such as competitive commodities from other companies. The manner in which organizations manage change is what is crucial. Organizational change management could be considered a practice that halts the present progression, creates essential modifications to the existing course of action, and aids the implementation of the new process. Organizational change management could be deemed a difficulty solving condition (Waldman & Javidan, 2009). Organizational change management could be a difficulty resolution progression for a given condition; in organizational change management, change is successfully handled to allow a shift from one situation to a different one so that a setback gets worked out.
Organizational change management assists in smoothly departing from the present situation to an intended position through several prearranged steps. Organizational change management demands a wide set of proficiencies such as political skillfulness, methodical expertise, system professionalism, and business dexterity. The possession of excellent analytical capacities makes one a good organizational change management agent. Therefore, organizational change management plays a critical function in an organization’s development (Daft, 2014). This permits the organization to offer immediate or a positive reaction to the modifications that arise from within or outwardly. Organizational management of change and the progression entailed assist in the stabilization and upgrading of an organization and its operations.
Leadership Styles and Roles
A couple of major leadership styles are discussed in the majority of literature; these are the transformational and transactional styles of leadership. Transactional style of leadership is typified by the reality that the leaders behave like agents of change and backs the workers through processes of essential transformations that boost efficiency. Transformational style of leadership involves the leaders empowering the employees to presume the idea of the organization that leads to an increase in productivity, enhancement of employee’s motivation, boost of the work gratification, and advancement of individual performance. According to studies, a big concern of transformational style of leadership is whether it constructively impacts all organizational players (Daft, 2014). In a transformational style, studies affirm that it is vital to organize and back the improvement of human capital constantly and arouse major abilities that will be involved in the organizational triumph.
Assessing knowledge concerning leadership skills, the strengths, impuissance of leaders, and transformation conducts will result in the identification of pragmatic policies to be used through the process of change. Leadership styles and roles create the conclusion that successful leaders depend on individual and behavioral attributes and excellent capacities to associate with other people. Therefore, leaders must be completely conscious of the fields they are proficient in and the ones they have something to develop. To comprehend the connection or the bond between the styles of leadership and the stages of change, the particularity of the styles is paramount (Daft, 2014). For instance, the commanding style generates changes fast, centers on outcomes, influences by guiding, and uses the approach of gaining knowledge through acting.
The logical style distinguishes by its concentration on novelty, promotes objectives through relevant justifications, creates changes with great discretion, and amasses understanding through learning. The inspirational style concentrates on recognizing and generating chances, attains objectives through building employee’s confidence, creates far-reaching changes, and gains knowledge through enquiring on different concerns. The supportive style constantly becomes engaged in actions, gives others support, generates changes gradually, and gains knowledge through listening. The aforementioned notions create an unswerving advance towards the connection between organizational management of change and the leadership styles and roles. As different researches affirm, it is not possible for leaders to implement every leadership style in the course of a change progression. Nevertheless, it is possible for different leaders to use similar styles of leadership in an attempt to guarantee the finest match between approach, proficiency, abilities, and the requirements of every condition. All leaders that focus on successful styles and roles could thrive in setting particular policies for executing change (Battilana & Casciaro, 2012).
Successful Management of Change
Leaders are supporters of change that must tailor management styles in accordance with the attributes and conduct of their subordinates. A successful style is created by several aspects and could be assessed from the leaders’ position. The triumph of change relies on the manner in which the leaders work jointly with workers; that is, the way leaders convince the employees to contribute to the progression of change. Triumphant organizational change illustrates the improved learning abilities of an organization that could drive an organization into novelty (Battilana & Casciaro, 2012). Some radical theorists affirm that management of change is the basic function of a leader, and all other things are secondary. Studies deem a leader successful in the management of change only if he/she manages to lead the organization smoothly to a changing setting through unremitting revitalization. Successful management of change should seek to comprehend the reasons behind some people opposing change, the sequential stages in the progression of change, and dissimilar policies of change that will highly boost the possibility of triumphant change execution.
Communication is vital for triumphant administration of change (Cameron & Green, 2012). It is vital to prepare and develop zeal for progressive change by altering the way people think and perform, coaching and preparing employees for continued adherence to the change after its execution. Communication for a successful management of change is a two-way progression and, by the same token, the issue of listening and obtaining information, and one of passing along communication. Successful communication of change begins with the application of unofficial and free communication that always occurs. However, successful communication of change must also employ events and listening conferences officially designed. Successful management of change considerably boosts the possibility of accomplishment and decreases the threat of change. In triumphant change attempts, ideas and policies are not restricted to a room with group coordination. The course of change ought to be communicated to a huge number of individuals, both to be comprehended and persuade them to accept it.
A good example of successful management of change is the case of Jack Welch who a leader in General Electric Company (GE) from around 1960. He took the leadership in GE when it had a market capitalization of around 12 billion dollars and changed it to be amid the biggest and most successful companies across the globe, having a market value of approximately half a trillion dollars. Even though Jack is a renowned leader often distinguished for his technological competency, he employed organizational management of change to lead GE to great success. As a change leader, Jack Welch projected his subordinates to attain high anticipation. On this note, he challenged the workers to function to take a leading position in the industry. If one or more of the units did not succeed to achieve these goals, they would be closed or sold up by Jack. In addition, this stimulated labor force was able to attain its objectives since they had a shared value (Battilana & Casciaro, 2012).
Transformational style of leadership, as employed by Jack Welch, has to use the employees, motivate them, and challenge their present convictions to generate a better advance to a progression. Successful management of change requires being executed to all ranks and entrenched in the culture of the organization. For this to happen, employees must be motivated and made to comprehend the objectives of their tasks. If not successfully managed, change could be a key source of stress amid the employees. Employees will normally react well to change if they feel that it is to their benefit as it is the fear of the unknown that enhances their stress levels (Cameron & Green, 2012). Motivating employees to back the changes that are to be executed is thus vital for successful management of change.
In the modern world, company inclinations are changing speedily internationally, and the organizations that fail to change cannot endure. Change indicates transforming the existing state with the purpose of generating a better condition. Resistance to change is a thing that has to be handled for an organization to develop. Resistance could conditionally retard change, but cannot prevent it from happening. Workers must be persuaded that the planned change is for their good and be influenced to support it. Such communication is noteworthy for workers since full revelation engenders security, a cure for resistance. Organizational management of change and the sequence involved help in the stabilization and advancement of the organization and its functions. Every leader that centers on winning styles and roles could thrive in setting some policies for executing transformation. To sum it up, successful management of change significantly boosts the likelihood of triumph and lessens the hazard of change.
Anderson, D., & Anderson, L. A. (2010). Beyond change management: How to achieve breakthrough results through conscious change leadership. Hoboken, New Jersey: John Wiley & Sons.
Battilana, J., & Casciaro, T. (2012). Change agents, networks, and institutions: A contingency theory of organizational change. Academy of Management Journal, 55(2), 381-398.
Beerel, A. (2009). Leadership and change management. Thousand Oaks, California: Sage.
Bejinaru, R., & Baesu, C. (2013). Approaches to organizational change within modern companies. The USV Annals of Economics and Public Administration, 13(1), 127-134.
Brătianu, C., & Anagnoste, S. (2011). The role of transformational leadership in mergers and acquisitions in emergent economies. Management & Marketing, 6(2), 319-326.
Cameron, E., & Green, M. (2012). Making Sense of Change Management: A Complete Guide to the Models Tools and techniques of organizational change (3rd ed.). London: Kogan Page Publishers.
Daft, R. (2014). The leadership experience (6th ed.). Boston, Massachusetts: Cengage Learning.
Fallik, F. (2013). Managing organizational change. London: Routledge.
Kavanagh, M. H., & Ashkanasy, N. M. (2006). The impact of leadership and change management strategy on organizational culture and individual acceptance of change during a merger. British Journal of Management, 17(1), 81-103.
Waldman, D. A., & Javidan, M. (2009). Alternative forms of charismatic leadership in the integration of mergers and acquisitions. The Leadership Quarterly, 20(2), 130-142.