Managing Change

Change is an inevitable part of life and offers chances for development. The dynamics of both the internal and external environments must be evaluated by organizations. (ORGANISATIONAL CHANGE, n.d.) Employees should adapt by adopting better working practices to their working styles for enhanced performance. They need to be trained, and other workplace procedures must adapt. Because consumer requirements, wants, and expectations are always shifting, so are market circumstances. (ORGANISATIONAL CHANGE, n.d.) Similar to how management must adhere to societal standards, this is because of the development of education in society. This necessitates a shift in an organization's prior standard techniques and orthodox thinking. (ORGANISATIONAL CHANGE, n.d.) Today's organizations must adapt to new technology since it is so important to them and is advancing quickly. Because of globalization, no organization can operate independently. (ORGANISATIONAL CHANGE, n.d.)

Factors driving the desire for change:

·       Technology (CHANGE, n.d.)

·       Managerial personnel, and worker change (CHANGE, n.d.)

·       Market circumstances (CHANGE, n.d.)

·       Changes in social structures and existing structures (CHANGE, n.d.)

·       Emergencies and crises (CHANGE, n.d.)

·       Threats and opportunities (CHANGE, n.d.)

·       To close the performance gap between objectives and accomplishments (CHANGE, n.d.)

·       Environments that are political, economic, and legal; (CHANGE, n.d.)

·       Globalisation. (CHANGE, n.d.)

Resistance to change:

Reluctance to adapt to change when it is provided is known as resistance to change. Employee resistance to organizational change can take two forms: overt and covert. This might take the form of openly voicing opposition or unintentionally opposing change through language or general behavior. (RESISTANCE TO CHANGE, n.d.)

Reasons for resistance:

Most of the time, people find it comfortable to keep doing what they have been doing. It's challenging to get them to learn something new. (RESISTANCE TO CHANGE, n.d.)

Changes inevitably result in adjustments to a person's responsibilities, authority, and influence. Therefore, those who would be badly impacted by such reforms will constantly oppose them. (RESISTANCE TO CHANGE, n.d.)

People who are adamant about upholding traditions rather than taking chances and trying something new will always be resistant to change. This may occur as a result of their anxieties or a lack of imagination and motivation. (RESISTANCE TO CHANGE, n.d.)

Overcome resistance to change:

Even while resistance to change is usually always there, it may nevertheless be overcome. Managers must work to support new functional variants and aid staff in making adjustments to changes. (RESISTANCE TO CHANGE, n.d.)

First and foremost, managers must be able to persuade staff members that the changes they are advocating are essential. They must demonstrate how these modifications would benefit both the employees and the company as a whole. (RESISTANCE TO CHANGE, n.d.)

Second, in order to make changes smoothly, management might bear the following factors in mind:

·       Changes should be implemented gradually since it is simpler to do so than all at once.

·       Changes shouldn't ever compromise employees' security.

·       All employees whose opinions would be impacted by the proposed change must be taken into account by managers.

·       Employee resistance is reduced if managers model leadership by undergoing the adjustments themselves first.

·       Employees who have received enough training may confidently embrace changes. (RESISTANCE TO CHANGE, n.d.)

EXAMPLE:

Nokia, once a successful business, is now viewed as a case study in "change management failure." (Nokia, n.d.)

Due to its strict organizational structure, internal politics, and management power struggles, Nokia resisted reform. The atmosphere at Nokia was unstable. Workers were in constant fear of losing their employment. (Nokia, n.d.) Nokia committed a number of errors with its change management strategy during the height of the mobile industry's fiercest rivalry. (Nokia, n.d.). The corporation undervalued Apple's brand value and consumer devotion and entirely neglected the company, which cost it a lucrative business area. (Nokia, n.d.) Nokia's failure was also attributed to a rigid organizational structure and a wrong partnership. (Nokia, n.d.)

Recommendation:

Nokia needs to have used an adaptable organizational structure for its change management strategy. The components of a flexible organization include a flexible workforce, effective information management, and precise market trend forecasting for better decision-making.

The business needs to have built technology that the public required rather than what it believed was best, be more adaptable to change, and not undervalued its rivals.

REFERENCE:

ORGANISATIONAL CHANGE. (n.d.). Retrieved September 18, 2022, from https://www.economicsdiscussion.net/organisation/what-is-organisational-change/31897

CHANGE. (n.d.-b). Retrieved September 18, 2022, from https://www.arsdcollege.ac.in/wp-content/uploads/2020/03/OB-Change.pdf

RESISTANCE TO CHANGE. (n.d.). Retrieved September 18, 2022, from https://www.toppr.com/guides/business-management-and-entrepreneurship/recent-trends-in-management/resistance-to-change/

Nokia. (n.d.). Retrieved September 18, 2022, from https://www.studysmarter.us/explanations/business-studies/business-case-studies/nokia-change-management/

 

 

 

 

 

 

 

Comments

Post a Comment

Popular posts from this blog

MANAGING DIVERSE TEAMS

Image
 CHALLENGES IN MANAGING DIVERSE TEAMS                 Organizations are complex adaptive systems. Since the environment in which they exist is constantly evolving and changing, they must keep pace with the changes. In a world that is becoming more and more complex socially, politically, and economically, the adaptation process never ends. Organizations have to work in an environment where components are sometimes so closely interconnected that changing one of them may have an unpredictable and uncontrollable effect on the other. Research shows that this complexity is the biggest challenge for today's world leaders. (Mushkudiani, Gechbaia, Gigauri & Gulua, 2020) Management in the modern environment becomes more humane and human-centred (Gigauri, 2021; Gulua, 2020A). It is also important to identify management difficulties in the context of workforce diversity and to develop ways to ensure them (Gulua, 2020B; Gigauri, 2020A). The ...
Read more

ANALYSIS OF LEADERSHIP

Image
v Meaning In order to understand the difference between managers and leaders we need to first understand the meaning of both which is being explained below: v Difference between Leadership and Management Many managers assume that they are providing leadership to their subordinates, however, that might not be true! There is a distinct difference between leadership and management. This difference not only lies in the form of standard definitions but the way a team is managed or led by an individual . v Styles of management 1.      Autocratic Autocratic managers retain all the power and define the goals and how to achieve them. Their  decisions are communicated to employees most often in the form of orders, and subordinates are rarely given the authority to make them. There are two types of autocratic management styles:  Ø Persuasive management style : This style puts decision-making totally in the hands of managers but encourages managers ...
Read more