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Managerial recommendations to implementation of organizational changes


Management is very important for the implementation of any organizational changes and it is an undeniable fact. It is obvious that without proper management the organizational change will fail because the employee's resistance will not be overcome and it will prevail. At the same time the failure of the organizational change implementation lead to the uncertainty in the efficiency of management within the organization because basically it is managers who should provide the efficient implementation of the organizational change and persuade employees to accept it as necessary for company's and their own career success. The success may be achieved when there is proper management based on the mutual understanding of managers and employees that an organizational change is necessary. As Adubato emphasizes, “successful change agents know they must understand the position of their employees and communicate accordingly” (2003:1).

In fact the implementation of an organizational change in itself is quite easy part for managers and leaders. For instance, if management wanted to make an organizational change in manufacturing concept, the change may be implemented immediately. However, this type of change opens itself to failure as the focus was on the change and not the process of the change. In other words, communicating the reasons to the employees for the change establishes a buy in to the concept. Without proper change management to gain employee buy in, the change has much higher chances of failure. Management must realize that employees is the focal point of the successful implementation of an organizational change.

Unfortunately, as Brown points out, “leaders often seem to be more comfortable focusing on implementing a change rather than attending to the process of change… Because complex change involves a variety of organizational levels, it is important that an organization's culture and structure be set up to deal with change” and the role of management in such a situation is considered to be crucial: “change management should be viewed as a core competency to be mastered by the leadership team, not as a reactive or defensive action” (2003:2).

Furthermore, the implementation of an organizational change should not be immediate, especially if employees are not prepared and do not understand its necessity. As a result it is necessary to explain the employees the reasons which force management to introduce this or that change and its possible consequences for the organization at large and for employees in particular. As stated by Heraculous “effective change management is not just about hard the structural aspects of organizations; it requires an in-depth appreciation of the cultural, human aspects of organizations, and taking actions based on this understanding” (2002:391). This should be also accompanied with some transition period, it means some time should be given to employees to get used to the change.

Basically it is recommended to use an incremental approach as was used in the study described by Stewart and Kingras of change experiments found that “continuing, small efforts at improvement were worthwhile, not only in themselves, but as way of gradual focusing attention on the need to reframe problems” (2003:3).

It is highly recommended to make all people working in an organization discuss the organizational change that is going to be introduced. For instance, Adubato recommends that “team leaders need to create an opportunity for their team to dicsuss a specific change in an open forum. People need to have the opportunity to express their concerns, issues or questions about the change” (2003:1). Moreover, such a discussion solves the problem of the lack of understanding of reasons, significance and consequences of the organizational change that is being introduced. At the same time it provides managers with an opportunity to implement the change more naturally and less harmful for employees that consequently leads to its acceptance by the latter and its general success.

Finally it is necessary to start any organizational change on the basis of mutual understanding, respect and confidence. It means that managers should be sure that the change would be accepted by employees while employees has to be sure that the change would not make any harm to them.



Organizational Changes Fail conclusion


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