组织变革的研究essay-Process Modules For Changes

引言
 

当今世界，快速变化的概念是一个重要的问题。因此，生意场上没法不去面对这一变化的现象。显而易见，适应变化的能力使商业繁荣而不是惰于变革的停滞不前，使企业在灭绝的恐慌状态。在关系到企业为了生存而必须进步的情况下，转变管理理念应基于相关业务性质的变化过程进行，如何深入参与业务并理解它。在这样的背景下提库尔特勒温赋予商业中组织变化的价值知识模型以理论意义。库尔特勒温描述的变化，通过改变三个阶段的解冻和冻结模型。一方面作为一个物理学家和社会科学家，另一方面，勒温通过改变方向精心展开的方法，冰块的一个实例，它融化（解冻）到一个阶段时，很容易发生任何转变的形状，然后让它占据了需要的形状（变化）和最终冻结它回到一个固态（冻）。这可以进行类比：库尔特勒温在业务上已广泛和深入的接受了组织变革过程中的概念（勒温库尔特，1950）。

Introduction
 

In today’s world, the concept of rapid change is a significant issue. Hence the business field is not left unheeded with regard to this phenomenon of alterations. As it is clear that capacity to adapt to changes makes a business thrive while over the stagnant formula inert to transformative moods, hovers the alarmed possibility of making the business extinct.
In relation to the above necessity for progressive business survival, the change management concept is ought to be based on the relative factors of the nature of business conducted, the kind of change process imbibed and how thoroughly the involved people of the business understand it. In this context it is significant to mention the theory of Kurt Lewin which imparts worthy knowledge on the models of Organization Change in a business. Kurt Lewin described the three fold model of change that passes through three stages of Unfreeze change and Refreeze. As a physicist on one hand, and a social scientist on the other, Lewin had meticulously unfolded the method of orientation of the change through an instance of thee block of ice, which could be melted (unfreeze) to a stage when it is prone to any transformation of shape, thereafter allowing it to occupy the shape required (change) and ultimately freeze it back to a solid state (refreeze). This true analogy of Kurt Lewin had been widely and deeply acceptable in concept of the organizational change process, conducted in a business (Lewin Kurt, 1950).
 

1.1Figure – Indicates Transformation of shape (unfreeze and refreeze)
 

Before attempting unfreezing or any change in the organization it is suggested that blind and unnecessary approaches could be avoided. In order to keep chaos at bay, at the inception of a change process, Lewin suggested to assume and note the necessary causes for a inevitable change, for instance generating motivation and intense analysis about the change oriented assumptions with respect to oneself and one’s relation to others, As the initial step transformation the organization must believe that change is essential, following by dispersing of the maintained status before a change of operation.#p#分页标题#e#
 

This could be asserted by the derivations of declined sales figures, poor financial results unworthy custom satisfaction to elucidate to everyone why change became necessary.

The analogy of a building for which the foundation needs to be changed for any additional storey to it showcases the example that the base of the organization needed to be strengthened, consequently creating a controlled crisis, motivating to sought out a new equilibrium. This motivation in turn held strongly responsible for bringing about a new change. Thereafter at the change state an attitude to resolve the created. Uncertainty follows, stances taken to act and support the new direction. Though this proactive participation in change is time consuming the change curve focuses on the relative issues of the personal transition and Organizational change, it is important to know where the benefit lies because the pitfall lies in the fact that not everyone will fall in place for the Company’s benefit. Hence it is better to agree with the time that people heed to understand facts, carry on with persistent efforts and hands on management.
 

Lastly is the refreeze stage when the Organization institutionalizes the changes that are being embraced, incorporating those into daily business.
 

Thus this refreeze stage gains significance in watching out the employees do not get stuck in a transition trap, being unsure of doing things, regulating into incomplete, below the mark output, A celebration of the successful change engulfs the people to find closure, appraised for their endurance of painful stage and install the faith of a future success.

Kurt Lewins theory is highly supported wherein the entire process is pivoted round the ‘stability’ which for some could be luxury, for others it might be disaster (http/home.att.net/Nickolas/change.htm.kurt.lewins).
 

• The five factors of a change equation, mentioned as D, V, S, B and R could have been analyzed thus through Kurt Lewin’s equation review –

D - The proposed development of an organization which is very important and subject to drastic transitions.

V - The vision which involved leadership and management skills through further prioritizing, planning, providing feedback and rewarding success. These act as the key factors of a successful initiative for change

S - Which very well qualifies for sponsorship, the change programme is supported by decision makers and in rendering resources to the programme in the organization. Support structures also step fast ahead symbolizing the letter S determining programme implementers and recipients of change in the given resources and the support system they need for implementation of change.

B - The balance factor always plays a signification role in maintaining a relevant balance between the proposed changes of initiatives that are contemplated and the actual requirement for the need of change.#p#分页标题#e#

R - As pointed out in the Topic 1, R to be weakened on the opposite side of the equation proposes to picture the reducing factors of competitive hindrances and impediments through various rivalries, bargaining power, threat of new entrants, threat of substitutes, bargaining power of suppliers.

Otherwise R also has the brighter side of rewarding success playing key role in successful initiative change. As illustrated earlier, the rewarding of a success encourages the changes to gain platform solidly (Kurt Lewin, 1950).
 

1. 2 Organizational context for change
 

• Cultural web analysis

Illustrations of organization culture in strategic change processes and issues of change management lessons arising from strategic change at Hayes management consultant, a major human resources consulting firm. (Hayes J, 2002)
 

Social reality depends on signification, domination and legitimating which are either affirmed or challenged in society. Main five following methods are considered: - in-depth employee interviews in different roles and levels, cultural audit sessions consisting 6-8 participants, 4 observations of participants and non participants, document analysis based on current and past documents and wide descriptive surveys of organization. Strategic Change and organizational culture have revealed close connection.
 

Hayes strategic redirection includes a focused relationship management process, an increased breadth and depth of consultant expertise for development and selling and providing consultancy package to the clients. Regarding change management, cultural web shows various elements to be actively managed for strategic change to be successful like communication, changes in control systems, incentives and organizational structure, monitoring and evaluation constructing a periodical cultural web of every 6-9 months. Transition management methods depend on extent of potential change, time, information availability, power distribution in organization. Some important issues are leadership to be visible, active, credible, small scale initiatives for achieving strategic aims are communication that helps in long period changes, ambiguity clearly informed avoiding disappointments and cynicism. Hence assessing changes in cultural web indicated progress of organization’s strategic goals.
 

To change and acquire improvements in the final product harvesting, cultivating expertise and knowledge is on the cards. With the growth and evolution, change inevitably occurs in an organization (Caltienne Ltd., 2003). In context to strategic changes, an arena of high risk and organizational uncertainty, factual recognition that worker’s concerns and needs are different than other type workers is necessary, therefore be managed differently (G. Burrell & G. Morgan, Sociological Paradigms and organizational Analysis, Gower, Hants, 1979).

SECTION 2#p#分页标题#e# Exploring Change
 

2.1 Drivers for Change
 

• In the unpredictable world of modernization, cultivating the mind is key to personal and professional success. Changes are subject to Technology making future look bleak and un-assessed in its direction.
 

Five mind for the Future (Prof. Howard Garner took) tracks the important ways of cultivating individual mind for future success. The disciplined mind deals one way of thinking, distinctive cognition in a scholarly discipline pertaining to deep knowledge, expertise of a subject. Research shows gaining expertise takes around ten years or ten thousand hours of focused work.
 

The synthesizing mind collets information, evaluates objectively and sensibly. Synthesizing and combing knowledge magnified professional and general view.
 

The Creating Mind that breaks new ground, delves fresh ideas, thinking and unsolved, unfamiliar questions and catches up with unexpected answers.
 

The Respectful mind that notes differences of individuals and group and attempt to react effectively.
 

Ethical Mind that analysis and identifies one work and needs and desires of society, working on concepts beyond self inclined and selfless matters. This encourages and unethical trait by which thoughts determine, people living in one society to right to each other.
 

The ‘five forces tool’ is an important way of industry analysis of organization is strategic process. The five competitive forces identified, by Porter shapes industry, market determine intensity of competition of an industry. Corporate strategy’s objective is to modify these competitive forces to enhance organization position.
 

The five forces model of Porter is an analytical derivation on the worthiness of an industry structure analysis made through five competitive forces analysis : the entry of competitors – ease and difficulty of new entrants, the threat of substitutes – how easily a product service be replaced economically, the bargaining power of buyers – position of buyers, the bargaining power of suppliers – position of sellers, the rivalry among the present players – their competitive strength and size, a sixth force is believed to be the government, (Michael E. Porter’s competitive strategy Techniques for analyzing Industries and Competitors 1980).
 

In this connection, more easily the competitors enter an industry, sharpen the competition becomes. For instance factors the control the new entrants act as entrance barriers are : prevailing loyalty to major brands, buyer incentives, high costs, resource scarcity, legislative government restrictions, entry protection, product differences economy, brand equity, switching costs, capital necessities, assessing distribution, cost advantages, curve advantages, supplier power, threat of forward and backward firm integration, cost of inputs, buyers power and volumes, competitiveness (switching over easy or not), information, fad and fashion (technology and innovation change).#p#分页标题#e#
 

  --------

Supplier Power

Supplier concentration

Importance of volume to supplier

Differentiation of inputs

Impact of inputs on cost or differentiation

Switching costs of firms in the industry

Presence of substitute inputs

Threat of forward integration

Cost relative to total purchases in industry
 

  --------

Barriers to Entry

Absolute cost advantages

Proprietary learning curve

Access to inputs

Government policy

Economies of scale

Capital requirements

Brand identity

Switching costs

Access to distribution

Expected retaliation

Proprietary products

Degree of Rivalry

Exit barriers

Industry concentration

Fixed costs/Value added

Industry growth

Intermittent overcapacity

Product differences

Switching costs

Brand identity

Diversity of rivals

Corporate stakes

Threat of Substitutes

Switching costs

Buyer inclination to

 substitute

Price-performance

 trade-off of substitutes
 

 --------

Buyer Power

Bargaining leverage

Buyer volume

Buyer information

Brand identity

Price sensitivity

Threat of backward integration

Product differentiation

Buyer concentration vs. industry

Substitutes available

Buyers' incentives
 

 --------

Table : Indicating five forces model

Reducing the Bargaining Power of Suppliers

Partnering

Supply chain management

Supply chain training

Increase dependency

Build knowledge of supplier costs and methods

Take over a supplier

Reducing the Treat of New Entrants

Increase minimum efficient scales of operations

Create a marketing / brand image (loyalty as a barrier)

Patents, protection of intellectual property

Alliances with linked products / services

Tie up with suppliers

Tie up with distributors

Retaliation tactics

Reducing the Competitive Rivalry between Existing Players

Avoid price competition

Differentiate your product

Buy out competition

Reduce industry over-capacity

Focus on different segments

Communicate with competitors

Reducing the Bargaining Power of Customers#p#分页标题#e#

Partnering

Supply chain management

Increase loyalty

Increase incentives and value added

Move purchase decision away from price

Cut put powerful intermediaries (go directly to customer)

Reducing the Threat of Substitutes

Legal actions

Increase switching costs

Alliances

Customer surveys to learn about their preferences

Enter substitute market and influence from within

Accentuate differences (real or perceived)

Table : Indicating five forces analysis
 

The basis of Connor’s work comprehends major organizational change which leads to a distorted and disrupted way of accomplished expectations. However, the disruptive changes are numerous, many of which remain unidentified until long. Such changes could orient behavioral dysfunction in individual’s, work groups, teams, departments and organizations fully. Dysfunctional behavior changes from mild irritation and passive resistance through suicide and violence in place of work. In Connor’s Managing Organizational Change (MOC) architecture, “solutions” change (new computer system, re-organization, new/fresh performance systems) are considered remedies. Daryl suggests failure of organizational changes because of planners’ and implementers’ inclination of marketing excessively the attractiveness and lop siding balance of the pain in change equation (Daryl Connor)
 

2.2 Creativity and Improvement
 

• The strategy of Excellence is an expectation in relationships in the product and services, could be defined in different ways with varying connotations under various circumstances. Double standards may be evaded, ‘excellence’ dealt for survival, growth and achievements of good future, a systematic, scientific execution, which creates all-win situation for stake holders, resolves conflicts, controls uncertainties and turbulent times. Keeping in mind the performance development areas of concentrate attention, identified as essential composition of excellence are quality, productivity and creativity. The EFQM Model is a non-prescriptive framework which pertains to various approaches to excellence achievement. A bird eye view of some of this theory a gross knowledge would be grasped through points like the five management by processes and facts excellence through interdependent system, process and facts management; employees’ output to the summit through developing their involvement, continuous learning, innovation and improvement excellence which is challenging the existing situation creating innovation, improvement, opportunities, developing partnership by maintaining value-added partners; the corporate social responsibility excellence; acquisitions of prestigious ISO certification 9001-2000; operating no defaults and aberrations, the ‘Tryst with Destiny’ proclamation, (QMS) Quality Management System are all valuable attributes to excellence achievement(fact.org/messages/strategy). Other than above inclusions, HDI (Human Development Index), CI (Competitive Index), CPI (Corrupt Perception Index) are of collateral benefit {Ferrira M(2003 University of Pretoria)}.#p#分页标题#e#
 

SECTION 3 : Impact of change on people
 

3.1 Surviving Change
 

• A usual principle of organized human endeavors is reluctance to jot down knowledge or the activities that is contemplated on done. Operations guys often found exhausted, stressed, suffering boredom. Modern IT systems are complex systems creations. The problem is that people keeping creating changes (Andrew Fredric Cowie- Operational Dynamics). The example of a web page quoted which passes on request from user to borrower to ISP, around the world, through border routers, firewalls, load balancers, web servers, packet directors, applications servers to database, legacy systems and file servers, a page dynamically generated returns to the Joe user.

Pentagon: Only 5 sides, but there are actually n (n-1) = 20 interactions between the nodes. Slightly unexpected, perhaps, but still manageable.

Octagon: 8 nodes, but now 56 connections between them. Complexity increasing!

Spiraling out of control: 16 nodes but an overwhelming 240 interconnections.

Figure – Indicates Transformation of shape (unfreeze and refreeze)

Figure : Indicates that even if your staff are growing linearly over time (unlikely), it's still not enough
 

From the above diagrams we basically understand that complexity in systems is increasing, just as well demand for time is increasing but resources are not which implicates that number of people to do a work is increasing yet there are impediments in powerful work done and a lucky static headcount available. In such times, as these, pressure is on high on to cost control, trimmed expense. As the first instance shows, the demand of IT production interconnectedness is on higher side because even a minor change of event invites and enhances complexity. So we know changes are happening all the time.
 

In this context, work to be done is increasing and existing time gap results in complexity orientation. A usual problem confronted here is the ending up of a straight forward work into moderately complex execution.
 

From CVs branches merge updating apache web server configurations, even (gasp) added new user accounts, and due to the sensitive issue to keep time, great details correctly, senior staff continue to do admitted menial tasks, even long after they must have been devolved. Hence the demand for such experienced people become necessary and vacation denied. In the beginning, the topic spoke of noting down knowledge might make systems redundant. So the people like to be ‘mission critical’ which makes them irreplaceable.

Programmers work in teams, control effective communication, collaborate on common codebase and try to achieve goals in time. System administrators put configurations into version control system which required more initiatives, enforcements and usage of such tools. Though emergencies intervene and impede development and progress programme, keeping communication as the key, to figure out effective communication with team mates become essential necessity.#p#分页标题#e#
 

Extreme Programming may be discussed under circumstances when even due to cost over runs, failure to meet expectations, late software development projects, a product might work when delivered.
 

For a better future what could be previewed as implications to choose simple solutions which make it less apprehend able to anti pattern creation or cover up the already existing ones it is required that the customers are on site.
 

“End users provide guidance, insight, and opinions.” Transform customers into our customers, writing user stories in brief experience by interacting with the group, the system, some created process interface and finally sharing it with people and other staff who would use it. “Smaller cycles result in user feedback, diminished risk, and adaptability to change”. The inclination remains tempting to accumulate a list of required changes and the tendency to execute the numerous transformations in a solitary composite event. Hence pressure to reduce risk of down time increases complexity of events, making it difficult to curb isolated problems.
 

‘Practise’ seems wasteful but has enormous power. Pair programming improves quality and reduces tunnel vision. Anti patterns are more likely to be spotted with an extra set of eyes.” In this aspect, two heads are work out well since different perspectives, ideas and experiences could be obtained against a problem. It is always best if there are more than one person to know what and why the changes were made. “Overtime increases available hours and reduces clear thinking- with predictable results”. This implies that tired brains make more mistakes; hence a mental break from work is necessary. So fatigue and lower effectiveness come into active function if there is incessant overtime. Feeling the burn, a poor communication between programmers, system administrators, database people and network engineer bring poses an warning through the implications. There is the mention of OODA (Observe, Orient, Decide, Act) loop and Boyd Cycle through which critical decisions needed these steps called “Leadership Action Cycle”; Observe, Reflect, Decide, Act, Learn (Gordon Sullivan’s Hope is not a Method, 1996). The NASA Mission Control in Hutson represents the highest standard of operations leadership. (Eli Goldratt, 1984)- The Goal brought about ”The Theory of Constraints” which clearly demonstrated that maximizing productivity is not the way to increase output. Time plays an important factor, redundancy thought good for systems but devastating for staff, breakthrough techniques are better with application procedures, and gaining confidence and experience in a chaotic, ever changing world.
 

3.2 Tackling resistance to change
 

• The transition curve demonstrates denial factors, the resistance, indications, the exploration and commitment and of course within the time required.#p#分页标题#e#

The Kubler Ross graph shows below how the above mentioned factors affect productivity.

In this regard, the eight step strategy for change of management are : a sense of urgency accomplished; coalition created, vision developed through strategy, communication of the change, empowerment of employees for action; short-term wins generated, gainful consolidation, anchor culture approaches (John Kotter).

The other model includes awareness, desire, knowledge, ability reinforcement (ADKAR). The various change models and adaptations show the curves operations of transition.

Kubler Ross Change or Transition Curve - Grief based

Variation of the Kubler Ross Change or Transition Curve

Variation of the Kubler Ross Change or Transition Curve

Change Management Continuum

Lewin Change Model - Unfreeze - Change - Freeze

Graphs : Indicating resistance to change
 

SECTION 4 Evaluating strategic change initiatives
 

• The fact remains that there are experiences of highs and lows at various points of time. This might result into serious deterioration in communication and understanding. Volume of change of initiatives leaves employees grapple at it. Change wipes out past values at the same time, during continuous change people might lose focus on their job, yet in the hierarchy of needs change falls into positive and negative kinds. The negatively perceived are of isolation, followed by lack of team cohesion, inattention lack of feedback, unsupported and unguided. Also insecurity, disrupted relationships, wrong-doing.
 

Thus the evaluation component is of prime importance to bring about strategic change initiative. Evaluation renders more than score that is the information that enables greater performance, which shows bigger impact on the bottom line. The three significant constructions to bring about successful change initiatives are integrated evaluation in change management, build expertise evaluating mechanics and hikes the value of pilots.
 

Through details exploration the value based deployment process opens up new hopes ; sustaining initiative sponsorship, engaging team members for sake of effective deployment, the initiative value increased through mid course corrections.
 

Figure – indicating value-based deployment (Merrill C. Anderson, 2004 Link & Learn)

The belief of the sponsor that there is some effective delivery of the value expected, play greatly significant role on gaining the continued support of the sponsor. The key features are guidance through a proved, result based approach, apprehending the Return of Investment for initiatives of large scale complex change, provision of identification tools earmarking the key measures and specific advice on method of effectively measuring them, summary of what justification HR (Human Resources) professionals require and document the initiatives of Organization development management.#p#分页标题#e#
 

In the description of Organizational development practitioners for over half a century engaged in organizations as well as grow with their help. The application of the art of organization development has brought about articulate vision, rethinking of processes, creating fluid organization structures by the business leaders for making good use of people’s talents.

Bottom Line organization development is a powerful tool provision to measure up financial return on investment which in the increased competitive budged and resources keeping in mind regulating tangible results, within organizations are very high.
 

The strategic change valuation helps to open new ways of increased value of change initiatives through organization development projects. The five steps of value process-diagnosis, deployment, evaluation and reflection, three change initiatives are executive coaching, organization capability, knowledge management (Merrill Anderson, 2004).

The technological impediments to strategic change not more difficult than political ones. This implies to topsy-turvy existing patterns, challenger organizational units’ identities creating the impediments in 500 fortune corporation strategies are followed, obstacles identified and highlight turning point from the overshadowed process (Michael D. Hutt, Beth A. Walker and Gary L. Frankwick, April 15, 1995).
 

Ultimate cross-function barriers colour the view point about the decision from the positional view point of the beholder. However, the outcome of competition between stakeholders who interpret their own meaning are the innovation and change processes.
 

As critically viewed through a bird’s eye view of the entire discussion covered in the assignment, the topics unveil various formulas and phenomenon of bringing about an effective change of initiatives in the Organization. It helps to comprehend how the process changes occur through various factors that influence the internal and the external functional values of the organization. In today’s fast changing world, the posh development sectors it becomes visible how one could cope with the changes in real life problem of resistance and transition.