Organisational Leadership Change Management

Question: Discuss about the Organisational Leadership Change Management. Answer: Introduction Organisational change management is considered as the framework of managing the impact of new business methods and changes in organisational culture, structure or changes within a company (Hayes, 2014). Therefore, this particular essay analyses the role of individuals toward organisational change and their readiness toward the change. Apart from that, the study also discusses some strategies for influencing the readiness of individuals toward organisational change and change management models followed by organisational managers for managing change effectively. Analysis of the article The topic of the article: Individual readiness for organizational change and its implications for human resource and organization development. Objective of the article: The primary objective of the article was to identify the effects of individual readiness on the organizational change by understanding the organizational change strategies and organizational culture. The methodology and means of analysis used in the article: In this article, the analysis has been done by using the qualitative data analysis method. At the same time, only the secondary data has been used in this article. The argument advanced in the article: The main argument made in this particular article is the employees readiness for organizational change is highly depended on the positive organizational culture and effective strategies of change. The conclusion or findings of the article: In the analysis, the article has identified that in an organization, the people or the employees have more readiness for change in two conditions (Hornstein, 2015). The first condition is the organizational change strategies must be normative as well as re-educative. On the other side, the second condition is the working environment in the organization must be as per the learning culture (By, Burnes Oswick, 2012). This indicates that the employees readiness to change is positively related to the characteristics of the change strategies and the working environment of the company. The implications for the managers or management during organizational change process: During the change process in the organization, the managers face several difficulties. First of all, the managers need to motivate the employees towards the organizational change (Pollack, 2012). At the same time, the managers are bound to give the answer of each question asked by the employees regarding change. It is also the duty of the managers to inform the employees regarding the need of organizational change (Lynch, 2013). Therefore, many activities are there that the mangers need to do during the organizational change process. Along with that, the managers also need to implement the strategies successfully so that no employee resistant can take place. Strengths: The essay has clearly identified the relationship between the employees readiness for organizational change and the working environment and characteristics of change strategies (Hornstein, 2015). At the same time, the essay has also identified the how the employees or each individual of an organization takes part in the organizational change process (By, Burnes Oswick, 2012). Moreover, strong idea about the organizational change has been gained with the help of this essay. Weaknesses: The essay has several positive points or strengths. However, the essay failed to identify the relationship between the organizational change in real business entities and the theories of organizational change. Apart from that, Hayes (2014) the essay has not focused on the other factors like, technological advancement, interpersonal relationship between management and lower level employees that affect the organizational change process. Compare and analysis of the article: As per the viewpoint of Kidron, Ofek Cohen (2016), organisational change is regarded with a system-oriented focus. However, Lozano, Ceulemans Seatter (2015) emphasised on individuals role toward planning, implementing and managing change. Organisational change is highly influenced by the change in the behaviour of individuals within the organisation. According to (Nordin et al. 2012), organisations initiate changes and operate though the members. Moreover, the changes those are successful would continue over long-time only of people change their on-the-job behaviour in proper ways. If individuals role are not valued properly by the change managers then the change effort may not work effectively. As commented by Lynch (2013), individuals are the active participator and reactor of the organisational change and they must not be considered as passive recipients, as they actively react toward the occurrences within the business environments. The decisive goal of change management is to involve employees and encourage their acceptance of a innovative way of performing their tasks. People, who would be mostly effected by the change, should be engaged actively. In order to support this view, Lozano (2013) commented that organisational individuals interpret major events associated to the change process as illustrating in four different steps expectation, confirmation, conclusion and outcome. When people face a change, they build up concerns of changing power or formulate decisions regarding its espousal across stages at diverse points in the process of change. Individuals make postulations about a change, analyse them, find the meanings and develop thoughts about them. Thus, the thin king and attitudes of individuals influence their behaviour of supporting the change. Therefore, the people, who show readiness at the initial stage of change process, are more possibly to change their behaviour for supporting the change. It is often regarded that employees mainly resist toward organisational changes due to some fears related to their jobs and responsibilities. Therefore, in most of the times, it becomes difficult for managers to influence positive behaviour of employees toward change. This is one of the most important barriers of organisational change (torbenrick.eu, 2014). However, Waddell et al. (2013) argued that employees are not usually resistance to change. They resist the annoyance of change or the process in which the change is forced to them. Therefore, it is wrong to think that the negative attitude of individuals toward change is dysfunctional impediment to make the change successful. Rather, employees may act as the source of legal information source related to the change implementation. According to Pollack, Costello Sankaran (2013), readiness of individuals for change is concerned with the degree to which employees perceives a change is required and whether they have the ability to deal with it efficiently. Pollack (2012) pointed out that, as, organisational changes disrupt the regular pattern of the organisation; therefore, employees feel anxious about the change if the aim is not communicated appropriately. In this case, to make sense of the changed environment and make conclusion of the potential results, individuals are engaged actively in seeking information, attributing meaning and making assumption about the process of change. Consequently, individuals make expectations, assumption and notion about the change that influence individual readiness toward organisational change. By, Burnes Oswick (2012) emphasised on the beliefs of employees in terms of benefits from the proposed change. However, readiness of individuals toward change is based upon the need and benefits of the change for organisational and its employees and the capacity of the organisation of initiati9ng and implementing the change. However, Hornstein (2015) commented that readiness of individuals for a change is dif ferent from the readiness of organisation by means of main infrastructure of the organisation. As pointed out by Hall Hord (1987), change strategies for encouraging individual readiness can be classified into three distinct categories including power-corrective, empirical-rational and normative-reeducative strategies. Power is the common element of all the strategies. Therefore, strategies are differentiated based on the extent of the power on which the strategy is relied and the process in which the strategy creates powers the change management process. As specified by Hornstein (2015), empirical-rational strategies are depended on the knowledge, which is considered as a key component of power. This strategy consider knowledgeable people as the best sources of power although they are more likely to restore the inequity between different sorts of knowledge applied in effective changes. Normative-reeducative strategies are similar to this strategy. Hassinger (1959) argued that this strategy may not effective in implementing a change successfully. Normative-reeducative strategy is much more effective as compared to this strategy. This can foster individual readiness toward organisational change in superior manner. On the other hand, power-corrective strategies emphasises on economic and political approval for lack of fulfilment with a projected change or on exploitation of ethical power playing on emotion of culpability and disgrace. In such strategies, with compulsion that ranges from restrained manoeuvring to the through use of corporeal force, more influential people of an organisational ladder inflict their determination on the less influential to precise their fulfilment (Hall Hord, 1987). Greenhalgh et al. (2004) stated that at the time of organisational change, it is important that individuals reassess their values, beliefs and normative direction to understand the new environment. Changes in the non-cognitive factors related to behaviour need diminution so that thinking patterns and presently reputable acting can change. Reduction is not doable through rectification and must be differentiated from conventionality. Conclusion A logical approach toward organisational change management can be highly beneficial, when the change is crucial for all the individuals within an organisation for learning new skills and behaviour. 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