Managing change in organizations assignment

Managing substitute in validations assignmentIntroduction of change through systemsFollowing is the example of change at my workplace. I worked in an NGO (non profit organisation) .Things are smooth before the introduction of computers. As most of the work done is on books and register which non nevertheless take too much time but there is withal the chances of error. We often got complaints from Auditors that our system is not right and there are many mistakes and hand-build holes in it. Therefore our top charge decided to introduce the computers in the organisation. As this is big organisation and also funded by government. It has many departments in it. almost of people dont know how to use computers. They resist the change. So we have to look at different systems to make this happen. This is the big change in the system and we also have to keep in mind reactions of different stakeholders.Importance of stakeholdersStakeholders are people who have some form of interest in t he change, whether they are the targets of the change, managers or other interested parties. They can be anybody like directors, shareholders or even creditors.A lack of stakeholder management is one of the key reasons why change projects fail, so understanding them and ensuring they are addressed in all plans and activities is a critical activity.Qualities for a successful systemFollowing are the qualities of the successful system.1. Leadership The leading team is aligned with the barter direction and engaged in driving behaviours and practices to achieve change.2. Culture The work climate and the employee values and behaviours adapt to new business situations and encourage excellent performance.3. Commitment Employees throughout the organisation are leave aloneing to embrace new ways to think, behave, and perform.4. Capabilities Employees at all levels develop and share the skills and fellowship to perform in new ways.5. Structure Organisational structures including roles , responsibilities, and relationships are designed to support organisational agility and performance.6. Communication Employees at all levels share information in a timely manner.7. Performance Processes, incentives, and management practices recognise, reward, and reinforce the achievement of goals.System modellingSystem modelling shows how the system should be working. Use this technique to examine how different components work together to produce a particular outcome.By diagramming the linkages between each system activity, system modelling makes it easier to understand the relationships among various activities and the mend of each on the others. It shows the bringes as part of a larger system whose objective is to serve a specific client need.System modelling uses iii elements inputs, processes, and outcomes.Inputs are the resources used to carry out the activities (processes).Processes are the activities and tasks that turn the inputs into products and services.Outcomes a re the results of processes. Outcomes generally remark to the direct outputs generated by a process, and may sometimes refer to the to a greater extent indirect effects on the procedure and the still more indirect impacts on the wider community. referee Quality Assurance Tools and Methods websiteTherefore we develop quadruplet systems through which we are going to implement the change.Change through Mutual understandingWe can use collaborative system for this because its suits our organisation. We have different module in different cities. Like the larger family of distributed applications, collaborative systems are distinguished by the fact that the agents in the system are working together towards a common goal and have a critical need to interact meanly with each other, sharing information, exchanging requests with each other, and checking in with each other on their status. The problem with collaboration is that it takes time and effort. When speed is important and resource s are limited on the ground, then investing in collaborative efforts can seem wasteful.consultatory systemFurther, the system captures users feedback, which can be verbal requirement, facial expression, and keyboard input. Then the system analyzes users response, compares to predetermined goals or experts requirement, and provides user advices in various desired formats. deal must be taken during consultation to ensure that people know the process, and that they perceive it to be fair. As you move away from collaboration, greater trust is need of the decision-makers and thus more trust-building activities may be required.Ref http//www.freshpatents.com/Consultative-system-dt20070104ptan20070003914.phpBureaucratic systemPreviously a bureaucratic approach is used in all the decision. The formation is told how it will go to work. This is thus using the principle of push to drive through change. The problem with this is that there is often a fear that there will be greater resistance to change if people know what is going to happen. Resistance comes particularly from those who hold power.To help reduce the problem of resistance, very high school levels of communication may be required.Coercive systemA coercive approach is also in the list as it pays little attention to the people, their ideas or their needs. Changes are implemented in a relatively mechanical way. Typical of a coercive approach is the shock and surprise that people encounter as change is thrust upon them. Not all coercive approaches are unethical and some are simply born of the need for urgency. Ethics lie in the values of the people who are planning and implementing the change, rather than the fact that a coercive approach is being used.Analyse and evaluate these systemsCollaborationA collaborative approaches are particularly important when you have a high level of professionally qualified people like in our organisation almost 50% of people are highly qualified and rest are qualified by experi ence .ConsultationConsultation is, in many ways, a watered-down adjustment of collaboration. The views of people are elicited, which does take some time e.g. achieving an stick outable decision with a lot of people is often very time-consuming.DirectionUnder directing system a flip over from pull to push required and you thus need the power to be able to make this work, particularly get people all going in the same direction rather than scattering as they run away from the push.Direction thus needs to be done firmly and quickly e.g. every body know how to do and when to do it and have proper resources to do that and also suits situations where time is of the essence.CoercionAs discussed earlier it an aggressive way to implement change , coercive suit only those situations where you need people to move particularly fast or where forgiving relations have broken down to the point where nobody listens to anyone else and the only option is force. Of course this is not a desirable op tion, but when the alternative is summation failure, it may be the best (or only) choice of action.Ways of implementing the change1) Developmental ChangeDevelopmental change occurs when a company makes an improvement to their current business. If a company decided to improve their processes, methods or performance standards this would be considered developmental change. This type of change should cause little stress to current employees as massive as the rationale for the new process is clearly conveyed and the employees are educated on the new techniques. When major change such as the decision to close a division, if the company attempted to implement developmental change as the first step in streamlining the business, employees may be more likely to accept the change. The employees could see that the company attempted different strategies before determining that closing the division was the only option.Ref http//businessmanagement.suite101.com/article.cfm/types_of_changeixzz0MV6 7BmVaTransitional ChangeTransitional change is more intrusive than developmental change as it replaces existing processes or procedures with something that is completely new to the company. The period when the old process is being dismantled and the new process is being implemented is called the transitional phase. A corporate reorganization, merger, acquisition, creating new products or services, and implementing new technology are examples of transitional change. Transitional change may not require a significant shift in culture or behaviour but it is more challenging to implement than developmental change. The future of the organization is unknown when the changeation begins which can add a level or discomfort to employees.Ref http//businessmanagement.suite101.com/article.cfm/types_of_changeixzz0MV6MZhVUTransformational ChangeTransformational change occurs after the transition period. Transformational change may involve both developmental and transitional change. It is common fo r transitional and transformation change to occur in tandem. When companies are faced with the emergence of radically different technologies, significant changes in supply and demand, unexpected competition, lack of revenue or other major shifts in how they do business, developmental or transitional change may not offer the company the solution they need to stay competitive. Instead of methodically implementing new processes, the company may be forces to drastically transform themselves.Ref http//businessmanagement.suite101.com/article.cfm/types_of_changeixzz0MV6QbmZRAnalysis of ChangesArticulating the reasons for the change and sharing the vision of the senior leaders of the organization can help alleviate some of the resistance to change. Employees will naturally resist change but are more likely to accept the change if they view top management as keeping them informed and supporting(a) them throughout the process. Employees will look for a rationale for the implementation of th is major change. Top management should be prepared to involve employees in all phases of the transition.Ref http//businessmanagement.suite101.com/article.cfm/types_of_changeixzz0MV74bIUmConclusionAny change requires a typically set up through a series of regular and formal meetings at all levels of management through the organization.