Organizational Change Matrix - AET / 560



Organizational Change Matrix

Terry C. Holbrook

AET / 560

October 10, 2016

Dr. Christine Nortz

Organizational Change Matrix

When dealing with organizational and policy change we have to consider the human affect and their openness to that change. Openness is a very important part of change. Sometimes we get comfortable with the way things are or the norm of our work, when changes are going to be implemented, we sometimes resist or even look at6 said change as a way of management just piling something else on our plates. Spector states that some types of change are "rapid and dramatic change: significant alterations in customer expectations and demands, new technologies, competitors with innovative business models, shifts in workforce demographics and values, and new societal demands and constraints," (Spector, 2013). Change is something that will always happen, and sometimes it is key and other times, it is negligible. Companies look at change for enhancement, not something unenthusiastic. When a company is accomplished or perceived as successful, there are those that don’t feel the need for change, but being stationary is not always good.

Matrix Table

|Human Factors That |Motivates or Causes |Example of Global |Example of National |Theory Into Practice |Rationale and analysis |

|Influence Organization |Resistance |Influence, if any |Influence, if any | | |

|Change | | | | | |

Bureaucratic Resistance

There are many great program ideas that are in the planning stage that are met with this type of resistance. Take the 'Wounded Warriors Project' at the present time planners are trying to create an adult educational program.  Planners are running into so many changes in our current system and a lot of resistance stems from the ‘bean’ counters and accountabilities, and making sure of the positive outcomes, no one wants to fund a program unless they can be assured of positive outcomes.  Government contracts can be costly, but as you may know, doing business with the state or government agencies requires observance of some exclusive laws and regulations designed to guarantee that the taxpayers' money is prudently spent which keeps us in a constant state of change, depending on what funder you are talking to at the time.  It is all about accountability.  Government funding sources seem to be looking for more reasons not to do the program than assisting planners in producing one. Granted there is a lot riding on every decision and, from a company’s viewpoint when implementing change within their perspective organizations, it is difficult to keep everyone open to that change. It is management’s responsibility to create a cohesive stable environment for said change. Changes can bring upon a lot of these negative feelings but it can also be positive and that should be the focus. “Optimistic employees have positive expectations about future events and show confidence in their ability to handle challenges.” (Judge et. al, 1999; Peterson, 2000)

Influencing Factors for Change

There are many factors that can influence change within an organization; two important factors are internal and external factors. The less worrisome of the two is internal factors. These factors for the most part can be controlled, for example; a companies standing within its perspective community, value, and its representation of itself. These are built up over years of an organizations customer service and reliability. Authors Chan and Stokes state, “The ability to adapt to changing situations is primarily determined by individual differences.” (Chan, 2000) There are several employee characteristics that are pointed out. Optimism is being able to view change as a challenge - a learning experience.” (Stokes, 1996) Part of this change as a challenge is dealing with the external factors that are beyond the companies control; company opposition, state laws and regulations or any factors which regulate small business. It is the external ones that can cause a lot of anxiety amongst employees during change.

Theory into practice. A further concern for management as to not cause any undue stress or anxiety about change, as stated by author Dias, “Another problem is that leadership may not communicate any or all of the information that is needed to in order to bring about effective change.” (Dias, 2014) Theory into practice is fundamentally an across the board explanation of how and why the change is for company growth, which creates stability, in a meticulous manner as to bring everybody on board. By creating this exacting context, this will guide the architect in creating an accepting change that makes sense to the employees.

Conclusion

When considering the rationale and analysis of a new project implementation, we must consider the human factor first and foremost. We need to consider fear factors, anxiety factors, and straight up resistance to change and make the process inclusive. Therefore, when a new policy is introduced, it becomes less likely that staff members will balk at the policy because they have had a chance to help directly and indirectly cultivate the new policy. Now, when talking about fears of new technologies authors Cawsey, Deszca, and Ingols claim, "Technology transforms relationships." (Cawsey, Deszca, Ingols, 2012) Learning a new technology as a group is a bonding experience and allows everyone to feel inclusive and not alone in their learning experience.

References

Cawsey, T, Deszca, G, Ingols, C (2012) Organizational Change: An Action-Oriented Toolkit. Second Edition. Sage Publications, Inc. Thousand Oaks, California

Chan, D. (2000) Understanding adaptation to changes in the work environment: Integrating individual difference and learning perspectives. In G.R. Ferris (Ed.), Research in personnel and human resources management, (pp. 1-42). Stamford, CT: JAI Press.

Dias, L.P. (2014) Human relations. Irvington, NY: Flatword Knowledge.

Judge, T.A., Thoresen, C.J., Pucik, V., & Welbourne, T.M. (1999) Managerial coping with organizational change: A dispositional perspective. Journal of Applied Psychology, 84, 107-122.

Peterson, C. (2000) The future of optimism. American Psychologist, 55, 44-55.

Spector, B (2013) Implementing Organizational Change: Theory into Practice. Third Edition. Pearson Education, Inc. Upper Saddle River, New Jersey.

Stokes, S.L. (1996) Managing your I.S. career: Coping with change at the top. Information Systems Management, 13(1), 76-78.

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