ORGANIZATIONAL CHANGE 1
OrganizationalChange Management (OCM) is defined as a framework that is used tomanage effects of new business processes, cultural changes within abusiness, or changes in the organizational structure. Simply put, itaddresses change management on the side of the people. OCM’ssystematic approach is beneficial when the change requires employees,throughout an organization, to acquire new skills and behaviors(Cameron & Green, 2004). To formally set expectations, employimprovement in communication, and seek ways in which to reducemisinformation, is the likelihood for stakeholders to initially buyinto the changes in an organization, while staying committed to anydiscomfort through which may be associated with it.
With at leastfifteen interviews carried on a number of organizations, most of thembeing the CEO’s of their respective companies, there are some ofthem that practice change management during their typical or normalday. The individuals interviewed were Allan Reynolds (PearsonEducation Canada), Beth Green (United Way Ottawa), Dave Arenburg(Adcor Marketing), Grant Ferguson (Michelin North America, Canada),Janet Annesley (Canadian Association of Petroleum Producers), PaulCooper (Dell Inc), Robert Selzler (Gemcom Software InternationalInc.), and Shannon MacDonald (Deloitte LLP), Paula Gallagher(Deloitte LLP). All these nine are either partners or CEO’s oftheir respective organizations, and all of them said to have had atypical day at work as part of their routine in which they put changemanagement into practice. From the interviews, they gave reasons onwhy they integrate Organization Change Management (OCM) into thesmooth running of their companies.
All the aboverespondents stated that change management provides them with thefollowing strategies:
It enables them arrive at an agreement on the company’s common vision and set goals for change, without a clash on competing initiatives.
Provides them with unwavering executive leadership to help them communicate the organization’s vision and sell the company’s case.
Change management gives them a strategy to educate the employees on how typical workday activities should change.
Change management offers a concrete plan on skills to measure successful changes, and follow-up on plans, both successful and successful, and
From the interviews, their response presented them with a toughunfamiliar challenge as far as organizational change management isconcerned. For major transformations, they with their advisors areforced by change management to conventionally focus all theirattention in devising strategic and best tactical plans. Changemanagement, for them to succeed, they are forced to have a closeunderstanding of the human side of their employees based on changemanagement, which is the alignment of organizations’ core values,behaviors, people, and cultures, so as to help them meet the desiredresults (Cameron & Green, 2004).
As a result of change management, most of them, especially DaveArenburg (Adcor Marketing), Grant Ferguson (Michelin North America,Canada), and Janet Annesley (Canadian Association of PetroleumProducers), all cautions that one should not “sell” change toindividuals as a way of forcing an “agreement” throughimplementation. They went ahead and say that “selling” change isnot a recommended idea for success. Grant Ferguson (Michelin NorthAmerica, Canada) responded by saying that when individuals paysattention to senior management that are “selling” a “change”to them, they will smile and appear to approve whatever is said, butdeep within them, they are critically thinking.
While closely studying the responses, there were three naturalcategories that identified with each of the respondent. The threecategories were re-engineering of business process, change intechnology, and incremental change. From Shannon MacDonald (DeloitteLLP) and Paula Gallagher (Deloitte LLP) interviews, it is evidentthat their operational change of management can be grouped in thecategory of re-engineering of business process. Shannon MacDonaldresponded by saying that the company she is heading aims atrethinking how to perform their work for dramatic improvement ofservices to customers. Janet Annesley (Canadian Association ofPetroleum Producers), and Paul Cooper (Dell Inc), Robert Selzler(Gemcom Software International Inc.) interviews are categorized intoincremental change. They say that they aim at introducing gradualsmall changes to the organization projects instead of gradual largechanges. Finally, Allan Reynolds (Pearson Education Canada), BethGreen (United Way Ottawa), and Dave Arenburg (Adcor Marketing) can becategorized into technological changes since they all described theprocess of innovation, invention, and diffusion process integratedinto the company’s values.
In conclusion, the importance of this assignment is to assess thedifferences in the manner in which different companies with differenttarget market are able to integrate change management in theirorganizations so as to achieve their set goals. Again, thisassignment aims at identifying how the different strategies, corevalues, missions, and visions are employed by these companies hasexplained above. In addition, it also aims at showing the importanceof how a company can benefit from managing change. It shows howgovernment entities, leading corporations, non-profit organizationand institutions are integrating change management for competencypurposes, while taking it as a competitive milestone to theever-changing world of business. It also shows that regardless of thescale of change, the organizations are able to apply the changemanagement framework to increase competition in the target market.
Cameron, E., & Green, M. (2004). Making sense of changemanagement: A complete guide to the models, tools & techniques oforganizational change. London: Kogan Page.