Organizational Change Plan Part Iii
Organizational Change Plan - Part III
Defining and organizing change is not an easy feat. Many things need to be considered before management can move forward with the implementation phase of the change process. Organizational leaders and managers will need to monitor and evaluate employees throughout the change process to ensure successful change implementation. Organizational leaders have access to several programs that allow them to analyze the effectiveness of the implemented change. Collecting comparative data will further demonstrate the effectiveness of the implemented change. Comparing data provided before the implemented change and comparing it with new data will demonstrate the effectiveness of the change.
“Because of increasingly dynamic environments, organizations are continually confronted with the need to implement changes in strategy, structure, process, and culture” (Anjani & Dhanapal, 2012, p. 24). Effective change implementation is crucial for the change process to be successful. “Although there are undoubtedly a variety of contributing explanations for the high percentage of failure that occurs in organizational change efforts, management researchers have increasingly concluded that employees play a major role in the success or failure of change in their organizations” (Shin, Taylor, & Seo, 2012, p. 727). Continually assessing employee’s behavior and progress during the implementation phase is crucial to detecting potential pitfalls in the change process. “It is critical that managers be aware of the meaning of the importance of employee commitment to, and behavioral engagement in, organizational change” (Shin, Taylor, & Seo, 2012, p. 742). An employee’s commitment to change can have a significant affect on the process of change implementation. Shin, Taylor, & Seo (2012) states, “we urge managers concerned with change implementation to monitor and closely attend to their employees’ level of change commitment through frequent and open
Defining and organizing change is not an easy feat. Many things need to be considered before management can move forward with the implementation phase of the change process. Organizational leaders and managers will need to monitor and evaluate employees throughout the change process to ensure successful change implementation. Organizational leaders have access to several programs that allow them to analyze the effectiveness of the implemented change. Collecting comparative data will further demonstrate the effectiveness of the implemented change. Comparing data provided before the implemented change and comparing it with new data will demonstrate the effectiveness of the change.
“Because of increasingly dynamic environments, organizations are continually confronted with the need to implement changes in strategy, structure, process, and culture” (Anjani & Dhanapal, 2012, p. 24). Effective change implementation is crucial for the change process to be successful. “Although there are undoubtedly a variety of contributing explanations for the high percentage of failure that occurs in organizational change efforts, management researchers have increasingly concluded that employees play a major role in the success or failure of change in their organizations” (Shin, Taylor, & Seo, 2012, p. 727). Continually assessing employee’s behavior and progress during the implementation phase is crucial to detecting potential pitfalls in the change process. “It is critical that managers be aware of the meaning of the importance of employee commitment to, and behavioral engagement in, organizational change” (Shin, Taylor, & Seo, 2012, p. 742). An employee’s commitment to change can have a significant affect on the process of change implementation. Shin, Taylor, & Seo (2012) states, “we urge managers concerned with change implementation to monitor and closely attend to their employees’ level of change commitment through frequent and open
References: Anjani, P. K., & Dhanapal, D. (2012, May). Impact of employee commitment on readiness for change in banking sector in Salem District. Sona Global Management Review, 6(3), 24-35. Borkowski, N. (2005). Organizational behaviors in health care. Sudbury, MA: James and Bartlett. Malley, J., & Fernandez, J. (2010). Measuring quality in social care services: theory and practice. Annals of Public and Cooperative Economics, 81(4), 559-582. McGarry, D., Cashin, A., & Fowler, C. (2012). Child and adolescent psychiatric nursing and the ’plastic man’: Reflections on the implementation of change drawing insights from Lewin’s theory of planned change. Contemporary Nurse, 41(2), 263-270. Shin, J., Taylor, M. S., & Seo, M. (2012, June). Resources for change: the relationships of organizational inducements and psychological resilience to employees’ attitudes and behaviors toward organizational change. Academy of Management Journal, 55, 727-748. Spector, B. (2010). Implementing organizational change: Theory into practices (2nd ed.). Upper Saddle River, NJ: Pearson Prentice Hall. Stubbs, J. M., & Achat, H. M. (2011, February). Monitoring and evaluation of a large-scale community-based program: recommendations for overcoming barriers to structured implementation. Contemporary Nurse, 37(2), 188-196.