It can be said that organizational change is one of the critical determinants in organizational success and failure. According to Conner (1994), major change is occurring in most of today’s organizations. Perhaps the space between the new organization design and implementing it into actuality is the whole coverage of organizational change and development. But what is the easiest way of change management that it will not create an environment of uncertainty and inconvenience? How can change be managed in order to avoid people feeling overwhelmed and powerless?
The idea of Rowden (2001) in the incorporation of learning organization and change is applicable. Accordingly, Rowden stated that “an organization's capacity to learn as it goes may be the only true source of competitive advantage” (p. 11). Learning is changing. It is evident in terms of changing the traditional applications into new effective ways of doing things. In managing change through learning, there is a need for every organization to plan, integrate, motivate, and coordinate with people especially the ones who are affected – directly and indirectly for that matter.
Planning plays a very important role in implementing change. It is a fundamental to consider that every change that needs to be implemented is premeditated. In planning and managing change, Nickols (2004) provides a very useful framework for thinking about the change process, one which is anchored on problem solving. Furthermore, change does not always take immediate effect not unless acted upon in a way that is directed by the manager. It is highly recommended that constant deliberation and continuous appraisal is done. In this way, the effects of the changes are well documented and defined it they positively or negatively affect the overall status of the people or the whole organization especially on the aspect or performance (Drucker 1999). The role of motivation is inevitable to every organizational function. In relation to change management, motivating people that are affected by the change implemented is a way that will augment or reinforce adaptability (Champion-Hughes 2001). Lastly, most of the successful business endeavors depend greatly on coordination through good interpersonal communication and relationship among the people and the whole organization.
Change management through learning must be directed to the eventual development of the organization – both its functions and operations. Learning as a part of change is effective way to reduce the uncertainty and inconvenience as well as preventing a strong emotional impact to all people concerned (Moran and Avergun 1997).
Reference
Champion-Hughes, R 2001, ‘Totally Integrated Employee Benefits’, Public
Personnel Management, vol. 30, 3, p. 287
Conner, DR 1994, Managing at the Speed of Change, Villard Books, New York.
Drucker, PF 1999, Management Challenges for the 21st Century, Harper
Business, New York.
Moran, J and Avergun, A 1997, “Creating Lasting Change,” The TQM magazine,
vol. 9, no. 2, pp. 146-151.
Nickols, F 2004, Change Management 101: a Primer, viewed 15 June 2006 from,
http://home.att.net/~nickols/change.htm.
Rowden, RW 2001, “The Learning Organization and Strategic Change,”
SAM Advanced Management Journal, vol. 66, no. 3, p. 11.
The idea of Rowden (2001) in the incorporation of learning organization and change is applicable. Accordingly, Rowden stated that “an organization's capacity to learn as it goes may be the only true source of competitive advantage” (p. 11). Learning is changing. It is evident in terms of changing the traditional applications into new effective ways of doing things. In managing change through learning, there is a need for every organization to plan, integrate, motivate, and coordinate with people especially the ones who are affected – directly and indirectly for that matter.
Planning plays a very important role in implementing change. It is a fundamental to consider that every change that needs to be implemented is premeditated. In planning and managing change, Nickols (2004) provides a very useful framework for thinking about the change process, one which is anchored on problem solving. Furthermore, change does not always take immediate effect not unless acted upon in a way that is directed by the manager. It is highly recommended that constant deliberation and continuous appraisal is done. In this way, the effects of the changes are well documented and defined it they positively or negatively affect the overall status of the people or the whole organization especially on the aspect or performance (Drucker 1999). The role of motivation is inevitable to every organizational function. In relation to change management, motivating people that are affected by the change implemented is a way that will augment or reinforce adaptability (Champion-Hughes 2001). Lastly, most of the successful business endeavors depend greatly on coordination through good interpersonal communication and relationship among the people and the whole organization.
Change management through learning must be directed to the eventual development of the organization – both its functions and operations. Learning as a part of change is effective way to reduce the uncertainty and inconvenience as well as preventing a strong emotional impact to all people concerned (Moran and Avergun 1997).
Reference
Champion-Hughes, R 2001, ‘Totally Integrated Employee Benefits’, Public
Personnel Management, vol. 30, 3, p. 287
Conner, DR 1994, Managing at the Speed of Change, Villard Books, New York.
Drucker, PF 1999, Management Challenges for the 21st Century, Harper
Business, New York.
Moran, J and Avergun, A 1997, “Creating Lasting Change,” The TQM magazine,
vol. 9, no. 2, pp. 146-151.
Nickols, F 2004, Change Management 101: a Primer, viewed 15 June 2006 from,
http://home.att.net/~nickols/change.htm.
Rowden, RW 2001, “The Learning Organization and Strategic Change,”
SAM Advanced Management Journal, vol. 66, no. 3, p. 11.
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