In 2006, Fernandez and Rainey (2006) completed a meta-analysis of the research which had been conducted regarding changes in organizational culture, and the models or frameworks which can be used to implement that change. They determined that many of the frameworks are strikingly similar, and more specifically identified eight factors which “change leaders and participants” should pay special attention to when implementing a major organizational change (Fernandez & Rainey, 2006). These factors include: insuring there is a need for change, providing a plan for change, building the internal support for change in order to overcome resistance, ensuring management support and commitment, building external support, and providing the necessary resources for change implementation. These when employed together can help ensure the effectiveness and efficacy of the implemented changes to policy or procedure within any organization, and is especially key for managers who are implementing the needed changes.
This is significant to the field of management because organizational change is key to supporting growth, and implementing the most current processes, or the best-established practices for any business or organization. Managers need to focus on implementing meaningful change, in a way that it increases or supports morale within the company, and ensuring that it does not create false-starts or setbacks. The factors identified by Fernandez and Rainey (2006) are specifically designed to do exactly that.
I enjoyed reading the article, and I thought that, from a manager’s perspective, it is very applicable. More specifically, I felt that the article provided a great overview of the research that has been done by many experts in the field and offered quick and easy advice for implementing and managing the factors that are most crucial to success when implementing any change.
References:
Fernandez, S. and Rainey, H. G. (2006) Managing successful organizational change in the public sector. Public Administration Review, March/April 2006, 168-176.
