Organizational Change Management<\/p>\n
Critique of the Article
\nIn today\u2019s business world every organization should be keen and very careful about the element of human and its significance for the prosperity of all management change made decisions (Brisson,2010). The prosperity after management change bank on or relies on the mission and vision organization, worker\u2019s acceptance to perform in relation to the transformation, organization form and structure, and accessibility of resources to the organization. Top management of the organization who go against employee\u2019s readiness to work in accordance to transformations related goals assure themselves a failure.
\nAspects of the organizational change
\nThinking and imagination: It simply means how individuals comprehend the organization and the capability of the workers to learn new ways. For example, how well workers understand ideas that are tailored in to meet the needs of the organization.
\nCharacter: Situations where individual act to the available organizational changes, and even how the changes are debated in the organization.
\nInfrastructure: It entails the physical environment where discussions and changes are taking place i.e. technology, organizational structure.
\nRole that leader vision and organizational climate plays in a change management strategy
\nSeveral done research today on leadership and organization shows that organization are currently operating in complicated environment (Brisson 2010). Therefore, good leadership can result to transformation in any organization. Every organization transformation or change needs coming up with a new system and institutionalizing the new ways. Employees in the organization also have high expectation of their top leaders to take full responsibility for an organizational change. Also the top management of the due to of their impact in the organization, are well stationed in playing a big role in improving an organizational transformation occurring. In fact, there is enough evidence that the role of top leaders in the transformation process does have a important impact on the prosperity of a change attempt.
\nHow the leadership style would fit into the models of change presented?
\nIt can be described as authoritarian and participative: The leader\u2019s express authoritarian characteristics by leading or directing his team. He or she tells his team what to do and what one should not do.
\nParticipative as the leadership style described in our article is the responsibility of a leader to take full responsibility or control and fully participate in bringing about an organization change (Brisson, 2010). He or she listens to the idea of his or her team and incorporates some of these ideas to bring about an organization change.
\nHow effective change initiatives can influence performance in organizational.
\nIn any organization today the HRM department is required to entail the knowledge, skills and capabilities not only adapt to an organizational transformation but also be in a good position to identify when a required transformation in an organization is required and how to leverage such opportunities successfully (Leah yet al. 2012).
\nAs we are experiencing dynamic and competitive business world today, any organizational change that is not well handled can stress any human resource capability to Help an organization organize and create competitive advantage. The available article gives the required steps that are needed to lead the everyday Human Resource professional to the process of organizational change hence increasing the level of effectiveness in the long run.<\/p>\n
References
\nBrisson-Banks, C. V. (2010). Managing change and transitions: a comparison of different models and their commonalities. Library Management, 31(4\/5), 241-252.
\nLeahy, K., Oster, G., Hollinger, T. D., & Stone, S. M. (2012). Strategic Thinking: A Matter of Organizational Survival 5 By Leo Wiltshire The Evolution of Electronic Systems Technology and its 8 Impact on Methods of Innovation.
\nOrridge, M. (2009). Change leadership: Developing a change-adept organization. Farnham, England: Gower.<\/p>\n","protected":false},"excerpt":{"rendered":"
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