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Running head: ORGANISATIONAL CHANGE

Organizational change

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ORGANIZATIONAL CHANGE

The progress of change in an organization is measured through key objectives and

performance indicators. The key performance indicators monitor how the organization the

organization is geared towards achieving the objectives of the business. For example, the

objective for increasing productivity, the outcome can be measured and then compared to

previous records before the change was brought into action (Richardson & Denton, 1996). This

help in determining if the change had a positive impact. Reviewing the outputs also helps

maintain the change process progressing forward. Change can be institutionalized by aligning the

business structure with the change initiative, identifying leaders who support the change

initiative for important roles, instilling cultural myths, stories, and attitudes, as well as enforcing

and revising policies. The key indicators of institutionalization of change include; individual

knowledge of the change initiative, how the change behaviors have been accepted in the

organization, as well as the degree to which the values and beliefs associated with the

interventions are performed (Agocs, 1997).

To effectively implement change in the organizational systems, leaders ought to identify

the need for and communicate the change in the organization. They should, however, engage the

people in the organizations at all levels by involving them in the planning and implementation of

the change strategy. The organizational systems that usually impacted by the change include the

process systems, the technology systems, and the people. The process systems of organization
ORGANIZATIONAL CHANGE

are usually identified by policies, process maps and procedures, as well as rules which describe

how tasked, are accomplished in the organization. The processes are realigned or redesigned as

better ways of offering services to new and/or existing customers (Larkin & Larkin, 1996). The

technology systems of an organization ensure greater efficiency in the implementation of the

changes. The technology ensures greater accuracy, speed, and dependability of data. People are

not easily impacted by the change in an organization. The resistance to change is usually due to

peer pressure, fear the unknown, mistrust as well as fear of losing status.

The sustainment phase of organizational change is regarded as freezing in the Lewin

model. It focuses on stabilizing, reinforcing, and solidifying the state of change. The changes

institutional in the organizational goals, processes, structure, and people or offering are refrozen

and accepted the new way of doing things. It is a critical phase in the cycle of change as it

ensures that some people do not go back to their old ways of doing things. Efforts should,

therefore, be made to ensure that the change does not vanish, rather, it should be cemented into

the systems and the culture of the organization as well as maintained as the agreed method of

doing things (Agocs, 1997). Positive acknowledgment and rewards of individual efforts are

usually used to maintain the new change as a positively rewarded gesture will most likely be

repeated. The sustainment phase is important as it ensures that people do not go back to old

ways of doing.
ORGANIZATIONAL CHANGE

References

Agocs, C., (1997). Institutionalized resistance to organizational change: Denial, inaction and

repression. Journal of Business Ethics, 16(9), 917-931.

Larkin, T. J., & Larkin, S., (1996). Reaching and changing frontline employees. Harvard

Business Review, 74(3), 95-104.

Richardson, P., & Denton, K. D., (1996). Communicating change. Human Resource

Management, 35(2), 69.