Change processes and change projects are the milestones in any organization’s history. Due to the dynamics in the external environment, many organizations find themselves in nearly continuous change. The scope reaches from smaller change projects in particular sub business units up to corporation-wide transformation processes. Similarly many risks are associated with change process. To overcome such risk organizations requires having effective change agent. Anyone can be change agent unless they possess certain qualities. As a multidisciplinary practice, Organizational Change Management requires for example: creative marketing to enable communication between change audiences, but also deep social understanding about leadership’s styles and group dynamics. As a visible track on transformation projects, Organizational Change Management aligns groups’ expectations, communicates, integrates teams and manages people training. It makes use of metrics, such as leader’s commitment, communication effectiveness, and the perceived need for change to design accurate strategies, in order to avoid change failures or solve troubled change projects. An effective change management plan needs to address all above mentioned dimensions of change. This can be achieved in following ways: Putting in place an effective Communication strategy which would bridge any gap in the understanding of change benefits and its implementation strategy. Devise an effective skill upgrading scheme for the organization. Overall these measures can counter resistance from the employees of companies and align them to overall strategic direction of the organization. Personal counseling of staff members (if required) to alleviate any change related fears. Change management is a basic skill in which most leaders and managers need to be competent. There are very few working environments where change management is not important. When leaders or managers are planning to manage change, there are five key principles that need to be kept in mind: Different people react differently to change Everyone has fundamental needs that have to be met Change often involves a loss, and people go through the “loss curve” Expectations need to be managed realistically Fears have to be dealt with Here are some tips to apply the above principles when managing change: Give people information – be open and honest about the facts, but don’t give overoptimistic speculation. I.e. meet their OPENNESS needs, but in a way that does not set unrealistic expectations. For large groups, produce a communication strategy that ensures information is disseminated efficiently and comprehensively to everyone .E.g.: tell everyone at the same time. However, follow this up with individual interviews to produce a personal strategy for dealing with the change. This helps to recognise and deal appropriately with the individual reaction to change. Give people choices to make, and be honest about the possible consequences of those choices. Ie meet their control and inclusion needs Give people time, to express their views, and support their decision making, providing coaching, counselling or information as appropriate, to help them through the LOSS CURVE Where the change involves a loss, identifies what will or might replace that loss – loss is easier to cope with if there is something to replace it.
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