Change Management

The main aim of the change management is to making improvements in the economic value while making efforts to create an organization in which structure, people, and culture are aligned with its current mission, environment and future goals (Beer & Nohira, 2000)

Change management is an integral part and constant process of which create competitive advantage among organizations. The nature and degree of change will depend upon the needs of the organizations. The organizations need to accept the change and must have the effective processes and practices to manage those changes. The managements responsibility is to promote the change effectively and efficiently while motivating employees to embrace the change. That means company goals need to be met by optimum utilization of resources.

According to the Kotter (1996) there are eight errors contributed towards the change management,

• ·         Allowing too much complacency in the organization;
• ·         Failure to create clear and powerful guidelines;
• ·         Restricted vision in terms of future planning;
• ·         Lack of communication in the organization;
• ·         Failure to deal with problems immediately as and when they arise; concentration on long term gains at the expense of short term benefits;
• ·         Acknowledging change victory sooner than it is achieved; and
• ·         A failure to firmly anchor changes in the corporate culture of the organization.

The organizations need to consider reason for change and when to implement it. Then need to consider which model should be implemented to be more successful. There are several models and approaches in change management.

All those models examine internal and external environment existence, expectation of change, the impact and the acceptance of new behavior strategies and the importance of communicate them on time. Then any organization can minimize the failure which can caused due to change management as explained above

References

B. & N., 2000. Breaking the code of change. Boston, Harvard Business School Press.

Kotter, 1996. Leading change. Boston, Harvard Business School Press.