Change refers to as shift from the norm to a new way of doing things. It is imperative to note that this process of requiring principles in its execution (Robbins, 2005). For instance, to achieve personal change successfully thoughtful panning, consultation and sensitive implementation are inevitable. On the other hand, consideration of the same aspects in changing management remains critical (Robbins, 2005). This is critical because the subjects should be involved in the process. Essentially, there is immense correlation between personal change and management change. It is notable that, before starting organizational change some questions like personal objectives of the change should be answered at a personal level (Robbins, 2005).
This essay intends to consider change process implemented in a company dealing with selling newspapers. The central aspect of change in this company arose when the company sales went below 30% of the profit margin of the previous quarter (McCoy, 2006). Analytically, it was established that, the newly recruited editor had changed the outlook features of the newspaper and they had a similar eye catch with newspapers from a player in the market. For instance, the newspaper carried a gigantic map of my country on its top right and an encryption of world animals that covered the first page. On the other hand, the newspapers from the other player had the map of my country and world animal encrypted on it at the top left hand.
After consultation and identifying, the influence the features confused the customers, a decision to change the features were initiated. It is evident that the customers confused the two brands of newspapers (McCoy, 2006). The map of my continent replaced that of my country, and a clear encryption of a national park replaced the world animals. It is evident that the element of communication and involving all stakeholders propelled the success of implementing this change. The given chart is critical since it provides modalities on which parties involved in this process are engaged.
Remarkably, it is fascinating to note that even the initiators of change were compelled to adapt to change by responsive support accorded to them by colleagues and customers.
In conclusion, success of any change process depends on the clear plan for implementation, the objectives set and in general participation (involvement) of the concerned parties (Robbins, 2005).
References
McCoy, T.J (2006). Creating an Open Book Company: Where Employees Act Like Business Partners. New York: Amacom.
Robbins, S.P. (2005). Essentials of Organizational Behavior. 8th ed. Upper Saddle River, NJ: Prentice Hall.
