Organisational Change Management (GC024)
Table of Content
1.0 Introduction
2.0 How and why can complexity theory be applied by managers to implement strategic change
2.1 What is complexity theory and how can it be applied by managers to implement strategic change?
2.2 Why is Complexity theory applied in strategic change?
3.0 How and why does resistance to change affect the implementation of planned organizational change?
3.1 The planned change process.
3.2 What is resistance to change?
3.3 How resistance to change affect the implementation of planned organizational change.
3.4 Why do people resist change needs to address?
4.0 How and why can employee involvement help to achieve effective organizational change?
4.1 How can employee involvement help to achieve effective organizational change?
4.2 Why can employee involvement help to achieve effective organizational change?
5.0 Conclusion.
6.0 Reference
1.0 Introduction
Business organizations undertake a change in their operations from time to time as necessary. According to Prosci (2015) research, effective change management support organizations in their project initiatives and success of organizational changes using several tools, methods and processes to reach the target position.
However, organizations face different challenges when they conduct planned and unplanned changes in their business operations. Therefore, organizations need to apply appropriate change management techniques and methods effectively and efficiently to gain organizational goals and objectives.
This report conducts a study on different change management methods and theories to suggest organizations on how they can undertake planned and unplanned changes successfully in their business operations. In the first section, the report explains how and why complexity change management theory can be applied to strategic changes of business organizations.
In the second section, the report outlines how and how resistance to change impact the implementation of planned organizational changes. In the third section, the report describes how and why employees involvement supports organizational changes. Finally, the report concludes the findings of the study in this report.
2.0 How and why can complexity theory be applied by managers to implement strategic change
2.1 What is complexity theory and how can it be applied by managers to implement strategic change?
Complexity theory refers to that theory that has hidden order to the behaviors and revolutions of the complex system, where the system can be business systems in organizations, national economy, production lines, etc. In terms of business, complexity theory focuses on an ecosystem or market.
This complexity theory is applied in the complex organizational system related to potential changes. Complexity theory is appropriate when several variables are available, where the variables are dependent on each other which are not predictable to the organizations.
Complexity theory has specific traits that can be shared by most of the complex systems, where these complex systems are combined with many independent variables and actors used as a single unit. Complexity theory even can explain how millions of independent actors (Mason, 2015).
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The complexity theory can be applied by the managers and leaders who are involved in the change process in the implementation of change tasks following a sequence of initiatives.
First, managers take initiatives to downsize the change process according to the organizational hierarchy and help the managers and involved workforces to reduce associated costs (Edwin and Peter, 2011).
Second, the managers and leaders involved in the change process need to conduct a study on how the proposed change can react with business units and sub-systems.
Third, the change management authority must understand the attitudes of the people involved in the undertaking change. This because the reaction of middle managers and their team members towards the undertaking change is unpredictable. If the change authorities find out that the people involved in the change process are de-motivated, they must find out the reasons for de-motivation and have to take initiatives to make understand the necessity of undertaking changes and have to motivate them to gain improved performance during the implementation of the changes.
Fourth, the change managers have to divide the total change tasks into a number of sequenced sub-tasks. Then, the change leaderships must follow the sequence of the listed tasks and complete the change tasks one by one. If more than one task is started at a time, it may create complexity in the change project management and in the business operations. In other words, maintaining the change tasks can provide a stable balance in the change process which supports organizations to gain organizational goals and objectives activities (Adrian and Joan, 2010).
At last, the change leaders and managers must establish strong communications and relationship between middle managers and the people involved in the change process and have to interact from time to time as required to successfully complete the change tasks to improve the business effectiveness……….
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