3SCO Supporting Change within Organisations

In your practice, what would do as HRM if the organization proposes to change the Enterprise Resource System, to a completely new one? Of course, you need to change management skills to help you avert the resistance.CHRP-3SCO covers diverse aspects relating to organizational change.

By the end of this course, you should demonstrate an understanding of the needs for change and its effect on the organization. This course will prepare you to understand the need for change, factors of consideration in the change process, and its impact on employees and the HR.

A Brief Introduction to the Organization

When writing background information about the organization, you need to provide adequate information that will allow the reader to get what the company deals with. Background information should contain information on when the firm was established, and who were the pioneers; this indicates the duration that the business has been running.

The background information should also cover issues about the industry where the firm operates in. Besides, the reader is also interested in the size of the organization: whether small, medium-sized, or large. The introduction needs to capture the products that the firm deals with goods and services.

An Explanation of why your organization needs change

Changes in an organization should only be expedited if they are necessary. As such, your chosen organization has to demonstrate a justified reason to proceed with making the required changes. Some of the factors that you have chosen to explain the organizational change need focus on the internal and external factors.

Some of the internal environment factors include the people, system, and structures. For instance, changes in leadership or culture could have an impact on the organization. Regarding the external environment, it concerns the factors that are outside the firm, which might cause a change and are beyond control. Examples of external environment factors include economy, technology, and political factors.

Factors involved in the Change Process

When expediting change, there should be a conducive environment within the organization that may influence the change process. Numerous organizational factors are involved in the change process that ranges from the structure of the firm to the culture:

• Organizational culture- this refers to how people behave in the organization concerning their job and other aspects.
• Resistance- the level of resistance influences the way the project is expedited as it needs to be planned appropriately and be addressed for success.
• Teamwork- the better the organization’s teamwork, the easier it is for the employees to provide support to each other through the implementation of change.
• Level of Leadership supporting the change- the success in the implementation of change depends on the extent of support that is derived from the leaders.
• Organizational systems and processes- the system processes influence the implementation of change and its solutions. This is necessitated because changes are implemented through system and processes.
• Organizational structure-This influences how the proposed change should be implemented. For instance, organizations that has a hierarchical structure, which allow more accessible communication and flow of command to the other levels.

The provision of favorable factors for organizational change enables a more straightforward implementation of change. For instance, addressing resistance and having proper teamwork enables easier deployment of change and, ultimately, the attainment of the required objectives.

Critical Stages involved in the Change Process

When responding to this question, you need to base your answer on several theories in change management, at least three. Common theories of change management include:

• Lewin’s change management model: this is a three-step approach to behavioral change, which is commonly applied due to its simplicity.
• Kotter’s 8-step change Theory: this approach is merited for its advocacy to resolve the issue of staff resistance and acceptance to change.
• McKinsey 7s model: this model centered on the processes as well as alignment of the fundamental elements for any organization.
• Kubler-Ross change curve: This model is commonly associated with dealing with the negative impacts of change. This model has a strategy of using five stages to overcome grief and unwarranted adverse effects of change.
• ADKAR theory: this model is people-centred that facilitates changes expedited at an individual level.

You need to make a proper choice of the model and explain in detail the respective stages of implementing the change. In every step, it is imperative to illustrate and give relevant examples from your organization. On that note, the choice of the model should apply to your organization.

It is appropriate to explain the similarities and differences between the approaches to change management. To be able to provide a good contrast, it is preferred to use a table and then explain in detail.  On this note, be sure to use relevant and justifiable examples, which demonstrate an understanding of the issues that arise when implementing change.

Behavioural responses due to Change in an Organization

When implementing change, an organization as a manager, you expect diverse behavioural responses.  These responses to the proposed amendment are central to the implementation of change. In the elucidation, you need to capture that response can be positive (acceptance) or negative (resistance) as the most common behavioural response resistance or acceptance.

Resistance is arguably the most common form of behavioural change, but other behavioural outcomes can also be exhibited: disenchantment, disengagement, and disorientation. Disorientation occurs when employees are confused while disenchantment is related to anger. At times employees may engage in disengagement by withdrawing from the proposed change. Acceptance is a gradual process that starts with resistance to passive resistance, cooperation, and ultimately acceptance.

Summary

In this module, you are expected to be more practical and give specific but relevant examples of how your organization of change implements changes. 3SCO is about change management, and you need to apply relevant theories on change such as Kottler’s and Lewin’s models.

A properly written assignment should also demonstrate a proper understanding of the behavioural reaction- which is a key component in the paper. As such, be sure to show how managers drive change by influencing people from a point of resistance to acceptance. Most importantly, examples drawn from your organization should demonstrate your mastery on the supporting change in an organization.

References

Galli, B. J. (2018). Change management models: A comparative analysis and concerns. IEEE Engineering Management Review, 46(3), 124-132.

Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298.

Talmaciu, I. (2014). Comparative Analysis of Different Models of Organizational Change. Valahian Journal of Economic Studies, 5(4)

Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. Human relations, 69(1), 33-60

Lapiņa, I., Maurāne, G., & Stariņeca, O. (2014). Human resource management models: aspects of knowledge management and corporate social responsibility. Procedia-social and behavioral sciences, 110, 577-586.