BUSINESS MANAGEMENT

Business Management and Leadership

Table of Contents

Introduction3

Change Management Process3

Monitoring and Control of Change Process4

Recommendation for change Implementation7

Resistance to change7

Overcoming Resistance8

Conclusion9

References11

Business Management and Leadership

Introduction

Globalization is changing the structure of business organizations. To remain competitive, companies go through a continuous change both internally and externally, by product diversification, market diversification, production increase, customer focus or technological up gradation. Organizational change is the formation of a new organizational structure, appropriate changes in the nature of the environment. Organizational changes are accompanied by scrapping the usual staff and shared values, norms and patterns of action, as well as traditional methods of decision-making, which become an obstacle in adapting the organization to the rate and direction of market changes. Any changes in the company are often accompanied by painful processes of adaptation to personnel. In many cases, this adaptation can be successfully managed by reducing the degree of resistance to change, accelerating these processes, and receiving a greater return on their implementation.

Change Management Process

Any change in an organization is a very complicated process. It is impossible to give simple instructions on how to manage organizational change. There are no specific patterns of change, and there are no ready solutions. Implementing change is a collaboration between leaders, managers and employees of the organization. The key to the success of the reforms is to follow the principles of change management (Cameron & Green, 2004, 13). There are several principles of change management, which is imperative to know and remember.

First, there is a need to agree on methods and processes of change from the usual activities and management processes within an organization. Can the struggle for scarce resources: some people may want to use for planning or design changes and to meet current affairs. This problem becomes particularly acute and sensitive in organizations where there are major changes, such as mass production, where the transition to a new product or technology requires a significant reorganization of production processes and plants, and especially the question is how to achieve this without significant loss in production and productivity.

Second, management should determine what specific actions, to what extent and in what form it should be directly involved. The main criterion is the complexity of the operations and their importance to the organization. In large organizations, senior managers cannot themselves participate in all the changes, but some of them should lead the person or find a suitable way, real or symbolic, and manifestations of providing management support. Encouraging messages from management are an important stimulus for change.

Thirdly, it is necessary to reconcile the various processes of restructuring the organization. Maybe this is easy or simple in a small organization, but a large and complex can be very difficult. Often different departments working on similar issues, for example introduction of new technologies of information processing. They can come up with proposals that do not fit into the overall policy guidance and standard methodologies or produce excessive demands on resources (Davidson, 2006, 87). It may also happen that one of the ...