Managing organisational change takes into consideration the process of planning and implementing change in a manner that reduces resistance from the employees as well as the cost to the company while taking advantage of the effectiveness of change effort. Therefore, managing change effectively aims to move the organization from the current to the desired state at minimal cost (Campbell, 2014). In light of this, one of the ways to manage change effectively is by understanding the current state of the organization and what will change. This is followed by clarification of goals around the expected outcome. The rationale of defining why change is important and what is being improved is that it forms a foundation for effective and successful change. This is in line with Kotter’s model of change that the first step of change management is creating a sense of urgency. This step helps employees to understand why change is important and once they do a motivation for change is sparkled (Kotter, 2012). In addition, envisioning and laying the desired change of the organization help the employees to get involved in the change process.
Another way of managing change effectively is getting a buy-in from the executive level. According to Kotter’s theory, the second step advocate for building a core coalition (Kotter, 2012). As such, it is imperative to get the key players on board by convincing them the need for change. This can be done by presenting a solid business case to gain commitment from the stakeholders. Once the change leaders are identified a team of skilled individuals will help in building momentum around the change.
Thirdly, effective communication helps to manage the change effectively. Effective management of change depends on a solid communication that seeks to understand the need to be addressed as the company undergoes the change. Therefore, clear lines of the communication throughout the transition are critical. This is because it provides an avenue for the employees to voice their frustrations, concerns, what is working and what is not working. The manager needs to communicate a compelling message of why change is necessary. This is in line with Kotter’s theory of change in communicating the vision (Kotter, 2012). According to this theory communicating the vision helps to address the employees concerns as well as anxieties, which help to minimize the resistance.
Lastly, an organization can also manage change effectively by implementing the change in an orderly manner. This can be achieved by creating a roadmap for the change (Campbell 2014). Also, the organization can allocate adequate resources as well as pointing leaders to take charge of the change process. This is in line with Kotter’s step 5 model on removing obstacles so as to empowers the individuals responsible for executing the organizational change.
Campbell, H. (2014). Managing Organizational Change: A Practical Toolkit for Leaders. London: Kogan Page.
Kotter, J. P. (2012). Leading change. Boston, Mass: Harvard Business Review Press.
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