Implementing Change
IMPLEMENTING CHANGE
Change is an inevitable and crucial undertaking for an organization. Changes are introduced as a strategy to solve the existing problems faced by an organization. For the XYZ Company to emerge successfully and fight its weaknesses adequately, it will need to implement some changes. The paper covers the types of change, models of change to use and the involvement of internal and external stakeholders in change management. It also includes the methodology that the XYZ Oilfields Company can use to evaluate the success of the implemented change model.
The best-suited type of change to be implemented is the integration of technology. The introduction of renewable energy technology will help in fighting the problem of pollution, fines and trade tariffs from the government. Integration of technology will help the company to achieve differentiation and cost leadership strategies for the enterprise (Change Management, 2007, p. 2). The business will have a chance to gain a competitive advantage over its competitors thus, gaining a larger market share for its products.
Change model
The Adkar change model will be used for the XYZ Company because it provides a framework for individuals to embrace change that benefits the organization. ADKAR stands for awareness or the need for change, desire, which is the morale to engage in change, knowledge, ability to implement change and reinforcement of change. Change is prone to resistance due to individual perspectives of change (Jones, 2010, p. 8). Therefore, the model gives individuals new thinking tools that will help them to understand and implement change in the organization. When the employees are educated on the need to use renewable energy technology, they are likely to embrace the change.
External and internal stakeholders
The internal stakeholders involve the company’s top management, managers at all levels, employees and customers. The external stakeholders include the vendors, suppliers, government and the sponsors. The relationship between the parties concerned can be established by involving all the stakeholders in company activities and change. The internal stakeholders should be allowed to assist in planning and implement the change (Carroll & Buchholtz, 2014, p. 56). The external stakeholders should be kept abreast with all information about the organization through proper communication. Good participation, involvement, and active communication will help in boosting the relationship between the stakeholders.
Stakeholder’s involvement
The stakeholders should be involved at all levels of the change management. For instance, in the initial stage of change identification, they should be allowed to give out their ideas on the type of change that will benefit the organization. In the transition and planning phases, they should be allowed to participate in strategies formulation and decision-making. In the implementation phase, they should be trained and educated on how to use the new technology (Jones, 2010, p. 3). They can be used to champion the change. After the change has been implemented, the stakeholders should be given the opportunity to evaluate the success of the models of change utilized. It can be done through surveys and the feedback mechanism.
Evaluation of change models success
The evaluation can be done through the assessment of the employees' behavior in the organization, benchmarking, and scorecard evaluations (Parker et. al, 2013, p. 12). The benefits versus the cost implication in the company can be evaluated to measure the success of the implementation process. The assessment matrix measures the goals that have been achieved, problems that have been solved and those that have not been rectified at the point.
Conclusion
Change is necessary for an organization that has a goal for future growth. Changes are of various types depending on the problems to be addressed. They include organizational culture, structure, and technology. Different models of change implementation are available. An organization should engage the internal and external stakeholders during the change to strengthen their relationship. After the change is implemented, there is a need to evaluate the success of the change model involved to plan for the way forward.
Bibliography
Jones, M. L., 2010. ‘What Do Managers do during Major Organizational Change,' In Proceedings of the 2010 IABR & ITLC Conference, Littleton, Co.: The Clute Institute for Academic Research, Available at: http://ro.uow.edu.au/cgi/viewcontent.cgi?article=1768&context=commpapers
Change Management, 2007. ADKAR – A Model for Change Management, Available at http://www.change-management.com/tutorial-adkar-overview.htm
Parker, D., Verlinden, A., Nussey, R., Ford, M. and Pathak, R.D., 2013. Critical evaluation of project-based performance management: change intervention integration. International Journal of Productivity and Performance Management, 62(4), pp.407-419.
Jones, G.R., 2010. Organizational theory, design, and change. Upper Saddle River: Pearson.
Carroll, A.B., and Buchholtz, A.K., 2014. Business and Society: Ethics, Sustainability, and Stakeholder management. Nelson Education.
