In today’s competitive and dynamic environment of doing business, change management and the models of managing change have become prevalent in enhancing stability and sustainability stability of business entities during the transition process. According to Hayes (2014), the success of a change process largely depends on the way an organization handles change and how the employees and the organization understand the need for change.
Change management refers to the process of transitioning groups, employees and the organization from one state to another so as to make it competitive. As noted by Brazzel (2014) management of change entails the application of pre-planned frameworks and structured methods that help in steering the company from its current state of affairs to the desired state. The application of change management theories is to promote the realization of unplanned and planned changes from both internal and external sources.
Models of change management
ADKAR change model
This theory alludes that change management begins with an understanding of how one can manage change starting with a single person. To make the change process successful, Hayes (2014) note that the manager has to make the employees aware of the need of change. Also, it is important for the leader to show the desire to participate and support the employees in the implementation of the change process.
The process of change can only be successful if the employees are furnished with enough knowledge on how to implement the change. Besides the provision of experiences, behaviors and the skills on how to implement change, the manager has to reinforce the process so as to enhance its sustainability (Doherty, 2015).
Katter’s theory of change management
This theory advocates for the organization to develop a holistic approach while effecting change. According to Handerson et al. (2015), Katter's eight steps management model begins with the creation of a sense of urgency on the need for change in the organization.Also, the manager has to identify the threats and the opportunities to the change process. The leader can initiate an open dialogue with the employees on the need for change so as to compete favorably.
The second stage involves the building of a formidable team that will help in influencing change in the company. Thirdly, the manager has to ensure that he gets the vision of the change process right. Kent (2015) contends that the manager should not only develop strategies that enhance the achievement of the change but also develop techniques that will take care of the emotions of the employees as well as the connections within the process of change.
Communication is another significant strategy that managers have to adopt while influencing change. It is imperative for the manager to make the employees aware of the need of change and how both the organization and the employees will benefit. Open collaboration and participative decision making are critical in enhancing the engagement of all the stakeholders. In addition, the leader has to empower his followers to take risks and implement the change process without any interference. Empowering of the employees makes them own the change process (Jiange & Men, 2015).
While implementing the change process Kneer (2013) opines that it is important to focus on the short term goals by dividing the work into smaller manageable bits so as to reduce unnecessary pressure on the side of the employees.
Implementers of change are always confronted by many obstacles. However,Ogawa (2015) reiterates that the manager should not give up. Persistence is the most valuable key to success. Furthermore; the manager has to integrate the change in the organizational culture by telling the success story of the change.
Levin’s model of change management
This theory holds that organizational change can be effected through three fundamental stages which include unfreezing, change and refreezing. During unfreezing, the manager has a responsibility of motivating the followers to embrace change. This strategy can only be achieved through constant communication on the importance of change. Communication is important in removing unnecessary fears among the people who might resist the change process. Motivating employees are of great significance in changing the attitude of the followers.
During the process of change, it is important for the organization to provide strong leadership since this is a transition stage where most of the change strategies are implemented. Communication and reassurance of the employees on the stability of the organization during the transition is important enhancing motivation and the commitment of the employees to the organizational goals (Reiss,2012).
During refreezing, the process of change starts to take shape in the organization as the staff tends to embrace the new working strategies. At this stage, the stability of the organization is regained with well-established job descriptions. In its imperative to anchor the organizational culture to the new change so as to promote the continuity of the process. Also, the motivation of the employees' efforts is critical in enhancing commitment to the organizational goals (Hayes, 2014).
For the change process to be effective, it is important for the manager to develop initiatives that will ensure that the employee own the change process. For instance, it is important to know the owners of change and the role of other stakeholders in enhancing the change process. Also, it is important to involve all the employees in developing of the change plan (Sleeth, 2016). Involvement of the employees will make them own the change process unlike if the new strategies are imposed to them by the management. In addition, change ownership makes the employees gat committed to the achievement of the set goals since they are the ones driving the change process.
Communication is another significant aspect that helps in enhancing the change process. This is because communication is significant in overcoming unnecessary concerns and fears about the change process. Most people are always afraid of the effect of change on the normal operations of the organization. The manager has to make the employees conscious of the need of change so as to enhance acceptance of the new strategies.
The reaction of the employees to the change process has an impact on the success of the process. Primarily, change can be an opportunity to be seized or a force to be feared (Yuksel, 2015).The management of the reactions to change is critical in the management of resistance to change. Involvement of all stakeholders before starting the change process is important in preparing the employees for the process. Besides, it is important to involve all the employees in decision making so as to create a sense of ownership (Broillet et al, 2013).
Management should provide conditions that empower the employees to implement various change strategies without resistance. Yaganeh and Glavas (2014) contend that employee is less likely to resist a change process that is well communicated to them. Furthermore, the motivation of the employees who performs exemplarily during the change process is of significance in enhancing the commitment of other employees.
An organization's leadership has a critical role enhancing the process of change. This is because the leaders are the ones who identify the need for change. Secondly, the leader has a responsibility of developing a blueprint on how the change process will be implemented.Mosca et al. (2015) further note that the leader has a sole responsibility of mobilizing members of his team to realize the need of change. This strategy can be achieved through open discussion forums and consensus building. During mobilization of the employees' commitment to the change process, the leader uses this opportunity to share the vision of the change process. At this stage, the leader has to discuss his initiative with an open mind by putting into consideration some of the suggestions from the employees on how best the change process can be implementation.
Communication at this stage is important since it is the only tool that the manager can use to engage the employee so as to realize the urgency of change. Development of an open communication infrastructure where the input of every employee counts helps in enhancing the commitment of the employees to the change process since it creates a feels that the organization values their input (Dogru, 2014). Communication also makes the employees understand the vision of the organization and the essence of the change process.
A study by Reiss (2012) indicates that managers who are committed to ethics during the change process tend to succeed in their quest to enhance change. It is important for the manager to furnish the employees with all the necessary truth regarding the change process. Also, the manager has to give reasonable promises and assurances since giving lies can cause resentment or even killing the morale of the employees.
References
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