Organizational Change Management: Strategies For Successful Implementation

Options for completing an organizational change assessment

Over the years, the change and transformation in organizations’ management have become the key features in business success. Despite Change in organizations being rare (Meaney and Pung, 2008), the organizations require constant adaption to change to stay competitive in the market (Balogun and Hailey, 2008)

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To cope with this changes, companies require constant innovations to best approaches to organizations change management. The success of major change initiatives research carried out by Center survey rated at about 55 percent (Strategy& Katzenbach, 2013). The low success rate is as a result of resistance to change by the employees used to their culture (Ford et al., 2008). Installation of new approaches to change is a great way to invest in an organization’s operation improvement system.

More often, companies view the culture as a previous legacy which requires transformation from. They find themselves focused on the organization’s decision making and fundamental process change that they forget to view their employees as human beings with strong emotional attachments to their adopted culture. Or do they see culture as informal and easy to adapt to without significant investment of attention? The managers of organizations enacting change should focus on utilizing the company’s existing culture, making the most out of it. In the recruitment of potential employees, thorough background research should be carried out, making ethics an essential basis for hire. After the hiring process, continuous training on ethics should be carried out. While implementing change, managers should tap into how people work, think, and in their feelings to boost the positive outcome of the shift being performed. In addition to that, managers should implement cultures that align with the change thus attracting the attention of individuals. Promotions and future rewards of employees should be based on ethical practices to maintain high ethical organizations’ standards. To sustain the ethical cultures of a company, organizations need continuous maintenance.

Successful change initiative programs begin with a strong, successful top executive that ensure everyone is on-board with changes and implementations to be made. For changes made to be sustained, constant communication and engagement of company members are a requirement. Managers have a significant effect on maintaining an organization’s ethical standards. It is essential for the top management to embrace ethical behaviors to be looked up to and mimicked by the rest of the company members. Change should be made when unethical managers are realized, and discipline is implemented to grow the company.

Challenges of organizational change management

Organizations should develop realistic and straightforward visions that guide the company to maintain ethical standards. When top management embraces proper moral conducts, it promotes not only general ethical awareness but also helps engaged employees to understand ways of making appropriate ethical decisions in their area of work. In making decisions affecting the company, managers should engage fellow employees to get their opinion and work together to change implementation. Often, changes without employees’ involvement result in resistance or minimal positive results.

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Mark Dawson is resisting the change of moving manufacturing off-shore that Cheryl Hilstrom seeks to make. Cheryl’s push for reform comes out strong the perception of pushing for this change to develop recognition for herself without considering Mark Dawson’s opinion. Organizational Change is realized through inclusivity (Viljoen, 2015). Katz & Miller (2012), stipulate that “while in an inclusive organization there is a recognition that talent and ideas reside at all levels and within all people.” When a new executive comes in place, they implement a new plan without consulting the rest of the team. This often fails as people ignore the change knowing there is a probability of a new leader coming in after and implementing a new plan (Pollak, 2015). Mark Lawson is not impressed with the top down change being made that only makes sense to the Chief Executive Officer. There is a need to engage every member of a company in the decision-making process.

Cheryl feels that moving to offshore business is the best approach for the company’s growth and development. The principle of leading with culture and anchoring new approaches is applicable in this case as the company lacks a culture of positivism as evidenced by Mark Dawson’s resistance to change. Cheryl believes that Mark is in a better position of helping transform the company by implementing specific objectives considering Mark has worked in the company for more than fourteen years. Cheryl’s responses towards Mark are persuasive and authoritative at the same time both of which employ the characteristics of leadership (Flanagan, 2015). She tries to convince Mark that her new strategy is viable. By saying “I don’t think you understand. To meet our targets, we need to get Bull’s Eye on board…” she sounds authoritative. According to Fox (2017), direct, transformational, servant, participative, and authoritative leadership styles influence the outcomes of any business. The manner in which Cheryl is both authoritative and persuasive implies that her leadership approach brings about a new culture of positivism but also lead to the innovation of new strategies that contribute to competitive advantage.

Strategies for successful implementation of organizational change

The principle of starting with top leadership and engaging members is also highly applicable in this case because the new CEO has laid down business objectives before approaching other members. Cheryl has shown the significant commitment that portrays servant leadership. In a conversation between Mark and Cheryl, Mark points out the at some point while Cheryl was at Kids&Company she viewed Lakeland as a great company, and he wanted to know what was different now. Cheryl responded by pointing out that her objectives were different then. The response provided by the new CEO sounds critical and strategic, and that justifies the principle of starting with top leadership. Since employees create a good source of ideas, it is essential to involve them in the decision-making process (Anderson, 2018). Cheryl involved Mark in the decision making process hence making her a good leader.

The resistance can be addressed by involving the non-supporters in key roles, creating “win-win” situations, and creating personal rapport (Alsher, 2016). By establishing a personal rapport, the new CEO gets to understand the individual frames and reference of employees like Mark who seem resistance to transformation/change. The affinity will help the CEO adjust her strategies to suit the preferences of her teammates while still upholding the vision of the company. Having a ‘win-win’ situation makes everyone work towards set objectives since they believe they all have something to gain out of their commitment. Through a ‘win-win’ situation, the principle of starting with top leadership and engaging members gets accounted for since members are involved in change. The ‘win-win’ situation helps create a feeling of cooperation (Kass, 2018). The position also reduces chances of conflict and unresolved anger and can be achieved by first defining the problem, coming up with possible solutions and evaluating them, deciding on the best solution, determining the mode of implementation, and finally assessing the impact of the solution (Kass, 2018). Creating a personal rapport can be perceived to uphold the Principle of leading with culture and anchoring new approaches since the CEO attempts to understand the underlying culture. Assigning key roles to non-supporters supports the principle of starting with top leadership and engaging members. Involving non-supporters makes them feel like a part of the organization, and this keeps them motivated since humans are always known to seek a sense of belonging (Day, 2011; Ricketts & Ricketts, 2010).


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