Running Head: ORGANIZATIONAL CHANGE & DEVELOPMENT 0

ORGANIZATIONAL AND CHANGE

ORGANIZATIONAL CHANGE & DEVELOPMENT 1

Table of Contents
Introduction ................................................................................................................................................... 2
Importance of preparing the organization for change ................................................................................... 2
Positive change outcomes ............................................................................................................................. 2
Areas ............................................................................................................................................................. 3
Methods of assessment ................................................................................................................................. 4
Methods of determination ............................................................................................................................. 5
Strategies ....................................................................................................................................................... 6
Conclusion .................................................................................................................................................... 7
References ..................................................................................................................................................... 8
ORGANIZATIONAL CHANGE & DEVELOPMENT 2

Introduction
Preparing for the organizational change is important for the organization to get the
success at higher level. Management or leadership roles, skills, and strategies with positivity
appreciate the change outcome and support the organization to prepare for change. This
discussion will cover importance regarding organizational change with the methods to assess
strategies that facilitate organizational readiness for change.

Importance of preparing the organization for change

A change process is a systematic approach of management and leadership to effectively
manage the change. This helps the organization to adopt and define strategies of corporate
structures, and procedures to handle the business conditions and environment. This is also very
important as support businesses to prepare for potential benefits of the organization by reduced
risks, effectively align the organizational culture; more effectively manage the project and
systematic manage the transformation objectives (Hornstein, 2015). For example preparing the
organization for change helps businesses to achieve the right balance with the best practice and
techniques. Workers that not prepared for organizational change not become enough capable to
gain and learn new skills and not explore new opportunities and creativity with the ultimate
benefit to the organization with new thoughts and increased commitment. Organization change
has forced the management to deal with changes including analysis of tools and training that are
necessary for the success of organizational change. It also supports the business to measure and
address gaps by recruitment, training or contracting as the function of management. It also
supports businesses to aligning the organizational culture with the transformation objectives to
promote attitudes and behaviors that create successful change (Burnes, & Jackson, 2011).

Positive change outcomes

Management/leadership is the main participants that contribute at a high level in the
change management process. These communicate with direct reports regarding change and
pertinent information that ultimately delivered to workers. It also advocates and demonstrates
support regarding the change. Coach the employees by process of change with Management and
identify the resistance. Management and leadership skills enable management to valued
colleagues and team to learn rapidly and work with employees by major change. Networking
ORGANIZATIONAL CHANGE & DEVELOPMENT 3

skills enables the management to build trust and implement the organizational change details.
The skills of coaching also enable management to recognize its responses to change, coached to
ensure and preserve personal resilience. Management strategies regarding organizational change
include the transparent strategy, monitoring, measuring strategies, and strong leadership
strategies that help workers to feel more comfortable (Rafferty, Jimmieson, & Armenakis, 2013).
Positive change outcome comes by the support of system thinking, personal mastery, and mental
models and build the shared vision with the positive outcome of team learning (Peter et at.,
2012).

Areas
Organizational change demonstrates the measurable progress in its efforts by effective
change capabilities. This support organization to meet the challenges by a unique set of
observable organizational change attributes (Diab, 2014).

 Leadership

This helps to focus more on the specific activities of leadership that are necessary for building
competencies of organizational change management. The leadership capability element includes
the vision regarding the effort of change management deployment. Creation of positions, roles of
jobs with networks, and organization change management included for the effective results.

 Application

This enables to assess and use change management procedures and tools on organizational
change and initiatives within the organization. The main issues to assess include consistent
organization change management tools, techniques, and management. It also includes the
availability of a percentage of projects to apply the approach of structured change management
(De Matos, & Clegg, 2013).

 Competencies

Change management is accomplished by management, leadership, and practitioners within the

organization. It looks at the development and training of the people groups that apply principles
and tools of change management. It includes guiding the employees by change and demonstrated
ORGANIZATIONAL CHANGE & DEVELOPMENT 4

employee competencies within the organizational change. It also offers regular opportunities for
education within the process of organizational change.

 Standardization

This area of standardization capability includes the system and mechanisms to institutionalize
organizational change. It allows management to regularly improve the procedure for the
approach of organization change. This also supports management to establish a regular
curriculum of management training. It includes the integration of organizational change with the
procedure of standards project delivery.

 Socialization

These areas help the organization to focus more on to buy and commit more on organizational
change. Effective capabilities and competencies building are needed at each level of the
organizational change. It helps to realize the value of organizational change through the shared
definition of change management by publicizing, capturing and sharing success. It also brings
the option to evaluate the organizational change success.

Methods of assessment
Managing organizational change needs more planning with success. Significant human
elements regarding organizational change resistance need to be addressed for ensuring success.
These also support management to address the unique set of attitudes, perceptions, and behavior
regarding organizational change (Burnes, & Jackson, 2011).

 The strategy of empowering employees

It supports to measure the stakeholder’s objectives and make a business case successful for
organizational change by the support of leadership areas. Effective education, training,
capabilities, and skills support to upgrade the scheme for organizational change.

 Business process re-engineering

ORGANIZATIONAL CHANGE & DEVELOPMENT 5

This is the business management strategy that supports to improve the customer service through
focus business objectives and encourage full-scale leisure of procedure in place of iterative
optimization of subprocedures within the application of organizational change.

 Incremental change

This is the method to introduce the incremental organizational change by making a large number
of small components that go within the larger product with competencies. Procedures with
integral components improve entire organizational change (Garcia, & Gluesing, 2013).

 Technological change

This method helps to present the entire procedure regarding the innovation, invention, and
diffusion of regular procedure of improving the technology and diffusion within the
standardization of organizational change.

 Restructuring

This significantly alters the existing structure to familiarize the development of socialization with
the new lines of product, worldwide expansion, and new business strategic units. It supports
organizational change by trained employees on change.

Methods of determination
The organizational change improves change readiness and supports to assess the present
change awareness, agility, mechanisms, and reactions (Fugate, Prussia, & Kinicki, 2012).

 Change awareness

This is organization’s capabilities to redefine necessarily. This is crucial regarding innovation

with the right invention at right time. The change awareness performances include the awareness
to scan the environment regarding opportunities, and focusing more on the emerging trends by
planning the future. For example, it includes the responsibility of employees to assess the
marketplace for the new opportunities and innovation of the product.

 Change agility
ORGANIZATIONAL CHANGE & DEVELOPMENT 6

It supports to present the organization's capability to engage employees within the pending
changes. It is the main focus and crucial to the organization's capability to efficiently implement
the identified innovations. The organization with effective change agility capacity gives
important and quick resources to place and make the most differences. For example within the
organizational change organization facilitate and execute change whenever required.

 Change reaction

This is the capability to analyze the problems, assess the risks and management of employee’s
reactions. It also helps and ensures organization to sustain the daily business by reacting within
the appropriate and timely manner to the change like self-initiated and marketplace dictated. For
example, it depends on the leadership capability to assess and manage the risk through reaction
(Burchell, 2011).

 Change mechanisms

It encourages clear objectives, aligns across functions, the capability to integrate the change
within the existing systems, prize systems, and responsibility for outcomes that reinforce
anticipated change behaviors. This type of contextual focus is crucial regarding the capability to
apply the preferred change with no disruption to daily operation. For example, structures and
systems are supportive to implement the change. Organizations also have the systems and
structures to support the positive implementation.

Strategies
Strategies within the organizational change support to deal with the human element.
Propose incentives with programs like employee recognition and rewards tailored to particular
activities and organization values that needed within organizational change. These also support
to reinforce actions and behaviors that appreciate employees within the transition difficult time.
The strategy of exercise authority within the organizational change will depend on the new
standards, procedures and cultural norms as much as possible. This is important for survival and
gives the proper time period to invest within incentive programs and organizational change. It
also provides the adaptability by generating the new structure through the complete process,
ORGANIZATIONAL CHANGE & DEVELOPMENT 7

values, and workflows. These strategies are suitable for the situation like transformative
organizational and radical change.

Conclusion
Organizational change supports the organization to get the positive change with effective
outcomes. Methods of assessing the organizational change help organization to determine and
apply the strategies to get the success at higher level.
ORGANIZATIONAL CHANGE & DEVELOPMENT 8

References
Hornstein, H. A. (2015). The integration of project management and organizational
change management is now a necessity. International Journal of Project Management, 33(2),
291-298.

Burnes, B., & Jackson, P. (2011). Success and failure in organizational change: An
exploration of the role of values. Journal of Change Management, 11(2), 133-162.

Rafferty, A. E., Jimmieson, N. L., & Armenakis, A. A. (2013). Change readiness: A

multilevel review. Journal of Management, 39(1), 110-135.

Diab, S. M. (2014). The impact of leadership styles on a selection of the areas of

organizational change (an empirical study on the Jordanian pharmaceutical companies).
International Journal of Business and Management, 9(8), 140.

De Matos, J. A., & Clegg, S. R. (2013). Sustainability and organizational change. Journal
of Change Management, 13(4), 382-386.

Burnes, B., & Jackson, P. (2011). Success and failure in organizational change: An
exploration of the role of values. Journal of Change Management, 11(2), 133-162.

Garcia, D., & Gluesing, J. C. (2013). Qualitative research methods in international

organizational change research. Journal of Organizational Change Management, 26(2), 423-444.

Fugate, M., Prussia, G. E., & Kinicki, A. J. (2012). Managing employee withdrawal
during organizational change: The role of threat appraisal. Journal of Management, 38(3), 890-
914.

Burchell, J. (2011). Anticipating and managing resistance in organizational information

technology (IT) change initiatives. International Journal of the Academic Business World, 5(1),
19-28.

Peter, S. (2011). Master of change. International Journal of the Academic Business

World, 66(11), 119-280.