Managementof Organizational Change
Duringmy management course, I have gained a lot on the variousorganizational management issues. The knowledge of how to manage thedifferent organizational issues shall play a great part in executingmy management roles in the future (Woodman, Sawyer, and Griffin,1993).
Thegreatest lesson I have learned from the course is how to managechange. The topic was discussed in week 7. Specifically, I haveacquired a broad range of knowledge on why change is necessary for anorganization, the various causes and how best to handle change. Ihave also learned the processes of effecting a notable shift in anorganization. Most importantly, I have learned the critical barriersto change and specifically, the stress that emanates from theunpredictability of organizational operations. The key lesson fromthe course is that change is inevitable for any organization, andconsequently, managers should be well equipped to handle it wheneverit occurs (Woodman, Sawyer, and Griffin, 1993).
Theprocess on how to assist the employees to accept change appeared tobe the most relevant skill I have learned. It calls for the need tounfreeze before the change. Upon unfreezing, the manager is expectedto make the change and refreeze the system once again to make thechange permanent. It makes sense to me that most managers fail toeffect change due to the several mistakes done along the changeprocess (Woodman, Sawyer, and Griffin, 1993).
Ifind the topic on how to deal with organizational change as the mostrelevant in the course. In the current world, there is constantchange and specifically in the technological world. Change is amongstthe most prominent trends in management. For example, the currentregulatory trends on change entail the need for organizations toglobalize their operations.
First,the need to globalize emanates from the current use of the internetthat has turned the world into a global village. Consequently, firmscan reach more customers due to quick communication and enhancedmarketing. Second is due to the increased competition due to greaterawareness of the customers. Third, change has become more importantto organizations due to the need for greater flexibility. A majorityof organizations require flexibility regarding their ability to reachto their customers with ease (Woodman, Sawyer, and Griffin, 1993).
Theneed for globalization calls for the management of organizations tobe prepared to handle change whenever necessary. The movement oforganizational activities consequently calls for the managers toadopt a more diverse nature to deal with more challenges.Specifically, whenever a firm moves into the international fronts,there is more competition. International organizations are faced withincreased risks that range from political to racial diversity.Consequently, the various risks may call for the manager to handlemore tasks to deal with situations that are more diverse. Morefunctions in turn require the manager to be efficient regardingactivity completion without which, they will fall behind theoccurrence of events. The need for more speed calls for change(Woodman, Sawyer, and Griffin, 1993).
Theskills to manage change predict how effectively a manager can movehis organization and the employees through various situations.Besides, it makes the manager an efficient problem solver due to theapproach and perception of the manager towards the particular change. Finally, change and stress work together, and it is up to themanager to identify when stress acts as a barrier to effectivechange. In addition to identification, the manager has to have theskills to manage stress for themselves and the employees (Woodman,Sawyer, and Griffin, 1993).
Woodman,R.W., Sawyer, J.E., and Griffin, R.W., (1993). Toward a theory oforganizational creativity. Academyof Management Review, 18(2), 293 -321.