Tuesday, May 5, 2020

Supporting Change within Organisations for Business- myassignmenthelp

Question: Discuss about theSupporting Change within Organisations for Business. Answer: Introduction This report has been executed on Supporting change within organisations which will discuss the different aspects related to change and management of change in an organisation. Change is an important part of every organisation which affects the functioning and performance of the organisation. Management of change needs to be done in a proper manner for enhancing the performance of the organisation. Farm superstores need to analyse these changes and manage these changes in an effective manner. This report will discuss the various factors responsible for the change, the impact of the change, factors involved in the change process, approach for change management, different behavioural responses and ways for supporting the individuals during organisational change. Factors explaining the reason behind need to change in the organisation Changes are occurring in the different factors present in the business environment which affects the performance of the business. These factors which act as reasons behind the need to change in Farm superstores are stated below: Technology: technological advancements or changes are taking place due to which business need to implement the change. Innovations in the technology forces Farm superstores to adopt the change for enhancing the performance by implementing technological advancements (Kaynak Basi, 2010). Competition: there has been a rise in the level of competition in the industry. This increase in the competition has forced the businesses to adopt the change. Improvement in the process: improvement in the process is another reason which is responsible for the need to change. Change in the legal framework: Change in the legal framework affects the operations or processes of the business. This change in the legal framework results in a need to change. Identification of opportunities: main motive of every business is growth and for the attainment of this objective business need to identify the opportunities and implement the changes for grabbing the opportunities (Jean, 2010). Change in customer needs: change in the taste and preference of the customers can affect the current process or structure of the business. Impact of change on organisation Change can be explained as the alterations taking place in the work environment of the business. Modifications and changes are required in the structure and processes of the business. For the survival of the business, there is a need to implement the changes taking place in the business environment. Changes are taking place at the workplace of the business due to various factors. These changes can affect the farm superstore in different ways. These ways in which change affects the business are discussed below: Change can result in an enhancement in the efficiency of the company. The change will help the Farm superstore in coping with the changing aspects of the business environment. Implementation of change can enhance the quality of the operations of the business which will contribute towards the efficiency of the Farm superstore (Avey, et. al., 2008). Staying current and updated: implementation of the changes taking place in the elements of the business environment helps the organisation is staying updated. It is vital for a business to stay updated so as to identify the opportunities available in a better manner. Grabbing opportunities available: change management will help the Farm superstore in preparing for dealing with the changing aspects and issues by identifying the opportunities available (Smollan, et. al., 2010). Factors involved in change process For the implementation of change, a change management process has to be adopted by Farm superstore for ensuring that process is successful. Change management is considered as a complicated issue which needs to be dealt in a proper manner. Adjustments for the implementation of the change need to be done properly for ensuring the functioning of the business is not getting affected. There are various factors which play a vital role in the change process. Successful chances of the change management are dependent on these factors. These factors are stated below: Plans: plans need to be formulated before implementing the change properly. Plans will outline the base on the basis of which change will be implemented (Frederick, 2014). Communication: communication is the most important factor for the change management process. Farm superstore must communicate the plans and change which it is planning to implement. Farm superstore may face resistance from the employees which can be dealt effectively with the use of effective communication. Motivation: managers of the Farm superstore need to motivate the employees for contributing to the implementation process of the change. Their support is required for successful implementation of the change (Wittig, 2012). Delegation: tasks of the change management process need to be delegated among the workforce for ensuring that the outcomes are achieved (Desson Clouthier, 2010). Comparison between approaches for change management Different approaches are available for change management which can be adopted by Farm superstore. These approaches or models for change management are Lewins Change Management Model, McKinsey 7 S Model and Kotters change management theory. Lewins Change Management Model recognises three stages which are unfreeze, transition and refreeze. In the unfreezing stage, the focus is on gaining the support of the employees by overcoming resistance to change. In the second stage, change management process is initiated. In the last stage, the stable position is attained. Farm superstore can use this model for dealing with the change in an easy manner but it is a time-consuming approach (Quick Base, 2012). On the other hand, McKinsey 7 S Model recognises 7 stages which are structure, systems, shared values, style, staff and skills. This model will help in developing a better understanding of the organisation. Emotional and practical components of change are considered in this model. The focus of this model is on every stage so as to cover every aspect in a proper manner. One limitation of this model is dependence on each other which can affect the performance of the model (Anastasia, 2015). On the other hand, Kotters change management theory recognises 7 stages which help in the implementation of the change in a proper manner. This approach is an easy approach where every stage is performed one after one. This approach focuses on preparation and acceptance of the change (Quick Base, 2012). Comparison between behavioural responses Different individuals can respond in a different manner towards the change which company is planning to implement. Different levels of the Farm superstore can respond in a different manner such as individual level, team level, department level and organisational level. Farm superstore needs to deal with different behavioural responses in an effective manner. Strategies can be used for the purpose of coping with these behavioural responses of different levels of Farm superstore (Reynolds, 2015). At the individual level, an individual may fear of losing the job, lack of clarity in the roles assigned, fear to perform the new roles and fear related to job security. At the team level, the team may fear of the change in the roles may arise due to the change proposed by the business or change in the composition of the teams. At the department level, the department may fear of the restructuring of the department by the organisation. At the organisational level, fear may be related to the restructuring of the organisation, relocation, takeovers and mergers (Pollack, et. al., 2013). Ways which can be used by HR for supporting individuals during organisational change HR can deal with the change and support the individuals working in the organisation for the implementation of change in a better manner. HR can use different ways for coping with the organisational change. These ways include: An HR can respond to the queries of the individuals for explaining them the importance of change for the organisation and making them understand the role of their support in implementing change. Employees may develop fears due to the change and lack of clarity regarding the change. HR can provide clarity to the views of the employees (Domingues, et. al., 2017). HR can define the role of every individual for the implementation of change in a proper manner. HR can explain the responsibilities of every individual which they need to fulfil for the purpose of supporting the proposed change. HR can adopt an approach for engaging the employees so as to ensure that they are in the favour of the change which business is planning to implement the change. The attitude of the staff can be changed with the help of this approach adopted by the HR (Reynolds, 2015). Conclusion Thus, from the above discussion, it can be stated that change management is an important aspect for every organisation. An organisation needs to identify the changes taking place in the business environment so as to eliminate the impact of these changes on the performance of the organisation. This report has covered different aspects related to the change and change management. This report has explained the reason behind the need to change, the manner in which change affects the organisation, key factors forming part of the change process, approaches which can be applied for management of change, analysing the impact of the change and role played by HR in supporting the employees for accepting the change. References Anastasia, 2015, Major approaches and models of change management, Cleverism. Avey, J. B., Wernsing, T. S. Luthans, F., 2008, Can positive employees help positive organizational change? Impact of psychological capital and emotions on relevant attitudes and behaviors, The Journal of Applied Behavioral Science, 44(1), 48-70. Desson, K. Clouthier, J., 2010, Organizational Culture Why Does It Matter?, IAEA. Domingues, A. R., Rodrigo, L., Ceulemans, K. Ramos, T. B., 2017, Sustainability reporting in public sector organisations: Exploring the relation between the reporting process and organisational change management for sustainability,Journal of Environmental Management, 192, pp.292301. Frederick, P. R. H., 2014, Organisational Behaviour and its Role in Management of Business, Global Journal of Finance and Management, Volume 6, Number 6, pp. 563-568. Jean, P. L., 2010, Change Management: Some preliminary key factors to succeed in leading people, Linnaeus University. Kaynak, E. Basi, R. S., 2010, Contextual Management: A global Perspective, Routlege. Pollack, J., Costello, K. Sankaran, S., 2013, Applying ActorNetwork Theory as a sensemaking framework for complex organisational change programs,International Journal of Project Management, 31(8), pp.11181128. Quick Base, 2012, Three Types of Change Management Models, Quick Base. Reynolds, N. S., 2015, Making sense of new technology during organisational change,New Technology, Work and Employment, 30(2), pp.145157. Smollan, R. K., Matheny, J. A. Sayers, J. G., 2010, Personality, Affect and Organizational Change: A Qualitative Study, Research on emotions in organizations, Vol. 6, pp. 85-112. Wittig, C., 2012, Employees Reactions to Organizational Change, OD Practitioner, vol. 44, No. 2.

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