Effective Organizational Change
BUS610: Organizational Behavior
Can Changes Be Effective?
Of course organizational change can be successful, given the appropriate circumstances. Whether the organization is downsizing, reorganizing, or executing an innovative process, the probability of failure is high. As defined by Kinicki and Kreitner (2009), organizational development is “a set of technique or tools used to implement organizational change” (p. 409). While change can have negative results, if management does not present the change to its leaders properly, there will be difficulties. Because people have a tendency to resist change, and change ...view middle of the document...
Management believes the best ideas originate with the employees, from the bottom up. The aim was to identify weaknesses or areas of concern within the corporation and determine the thoughts of employees. Discovery of lack of trust, unfair treatment, and implied favoritism was revealed from the outcome of the survey. Over a period of time, management held open forums to discuss the results and possible solutions. Personnel were divided by departments, and department managers were not present during the forums, to encourage employee participation. Once all data was collected, management assembled the department managers to disclose survey results and proposed changes. Departmental managers responded to the survey in a defensive manner, which caused management to consider that details of the survey may contain some truths.
To resolve what each manager thought about them, and to find out what employees thought of their immediate managers, a 360-degree feedback performance review was conducted. The 360-degree review compares anonymous feedback from one’s superior, subordinates, and peers with self-perceptions (Kinicki & Kreitner, 2009). Top-level management debriefed each departmental manager; they were unaware of the organizational perceptions. The contingency approach to organizational design infers that each organization must be arranged to fit the needs of a given situation. Arriving at the point of change can be problematic when errors occur. A leadership expert, John Kotter, identified eight steps for managing an organizational change. The steps are as follows (Kinicki &Kreitner, 2009, p. 408):
* Establish a sense of urgency
* Create a guiding coalition
* Develop a vision and strategy
* Communicate the change vision
* Empower broad-based action
* Generate short-term wins
* Consolidate gains and produce more change
* Anchor new approaches in the culture
According to John Kotter, a successful organizational change is seventy to ninety percent leadership; only ten to thirty percent is a result of management. Other activities can be conducted when changing the culture of an organization and/or its leadership. They incorporate use of senior management to set clear expectations, creation of an organized plan, closely monitoring everything throughout the process, including a human resources team to assist with training, and providing leadership coaching and support (Guidroz, Luce, & Denison, 2010).
Additionally, people have a tendency to resist change. Department managers did not agree with the decision to change from the vertical to horizontal design of leadership. Mistrust was already an issue within the organization; however, the design shift caused even more distrust. Departmental managers were apprehensive about job security. Management forced the organization to eliminate many department manager positions, replacing them with team leaders. The team leader title did not...