Requirement of Change Management In Organisation
Change Management is vital for any small, medium as well as large scale organization. It is a systematic model dealing with transformation in the organization. Furthermore, changes which occur in an enterprise’s goals, processes, projects as well as technologies. Certainly change management is applied by the companies so that they could control change and help employees and staff members to adopt such changes. Change management is of three types: IT change management makes changes into project scope, budget, and timeline. Infrastructure change management makes updates into approval, testing and hardware installation. Organizational change management ensures a new process acquired from the project is adopted by people who are affected by the change. However, some organization fails to implement change management resulting in operational difficulties. Hence, it has become a necessity to understand the requirement of change management in organizations. Further, analyze how organizations currently implement change management strategies for employees.
The first article discusses the integration of organizational change management in the projects. It has been found that project managers are unable to implement change management technologies due to a lack of training in project teams. Author Hornstein (2015, pp. 291) illustrates that change management should be implemented by project managers. Further, they must be trained for applying change methodologies and processes in the project teams. Change management is important for organization and thus the author emphasizes that project managers must be closely familiar with organizational change strategics like Kotter’s eight-step change methodology. This article determined that change management is needed however, how change can be implemented in the company should be understood first.
Till now, it is clear that change management is needed; however, it is important to gather does it contribute to project success. The second article enlightens about project management and change management’s contribution to change in an organization. Furthermore, this review offers major critical success factors for project success within the organization. These factors are viewed by change manager and project manager for organization change. Authors Pollack and Algeo (2015, pp. 8) found major critical factors of change management such as organizational alignment, training, reconciling viewpoints, communication, the impact of technology, user/client involvement and politics. Henceforth, change managers must consider these factors for implementing change management in an organization.
However, the literature suggests that change management is certainly required to resolve complex IT project issues. Thus, it is necessary to address what type of complex issues in the organizational require change. Another study represents one of the important issues named user resistance. It can be defined as, the opposition of a user i.e. customer or employee to changes associated with a new IT systems implementation process (Ali et al 2016, pp. 3). Hence, for organizational change, there is a need for removal of user resistance in companies. To overcome user resistance four major strategies of change management like a directive, participative, supportive and coercive are identified. Another literature identifies the use of these four approaches to reduce user resistance in the organization. Author Ali et al (2016, pp.21) suggest directive and participative strategy use managerial authority and people involved for reducing resistance. Whereas, Author Shang (2012, pp. 909) state directive strategy and participative strategies apply to operational and managerial users of the IT project. Proper training to users and communication with team members is considered a directive and participative change management approach. Thus, for applying these change management model this article illustrates need understanding what applies to what type of user for having organizational and IT change management.
Furthermore, literature for the implementation of change management in the public sector can found mostly. Authors Kuipers et al (2014, pp. 4) analyze whether change management is applied in the public sector in the past decade. Further, the article also covers change management factors and order of change based on subsystem, organization change, and sector change. These factors are considered as an evaluation process to assess change in the public sector. Similarly, another research study discusses various factors that can be implemented for effective change. Managers could consider these factors for better public sector organization change. This article offers various factors like ensure the need for change, develop a course of action and plan for change, internal support and resistance overcome, management support and commitment, external support, providing resources, as well as comprehensive change (Fernandez and Rainey, 2017).
Several additional models are also available in the literature that provides adoption of change management. Authors Rosenbaum, More and Steane (2015, pp.) determine the planned change management model accepted by the industry. Further, the approach for change management is also discussed. For example, the three-step model, change management phases, change formula, eight-step model and five-step corporate model. This article was essential to understand what type of models have been implemented for change management. Other researchers have also differentiated different change models that are required for organizational change. Kurt Lewin’s change model in the year 1947 was proposed in another review to discuss the three-step model with phases like freezing, change and unfreezing for employees (Hussain et al, 2018). Authors Cummings, Bridgeman and Brown (2016, pp. 34) have identified another related study to Kurt Lewin’s model. They determine the model came into assistance for the development of innovation in the working structure of business organizations. Consequently, Author Brisson-Banks (2010, pp. 245) represents another change model such as Beckhard proposed by Richard Beckhard in the year 1969.
The research also offers other change models that are present in the literature. Some of them can be seen, for example, the Thurley change model in the year 1979, Bridges three-phase model, and Kotter’s eight-step model in the year 1996 as per review. Authors Pollack and Algeo (2015, pp. 30) state change managers should use each Kotter’s eight-step process model for effective organizational change. Hence, these articles were helpful to gather what type of models are present in the research on change management model.
Currently, research has calculated shown that change management is important for companies. However, the applicability of change management by project managers in the organization still needs to be addressed. Another article was found interesting because of the change taxonomy collection. Further, the paper discussed change management implementation through different change types, change enablers, change methods and change outcomes as well as alignment concept between the change types and methods (Al-Haddad and Kotnour, 2015, pp. 235). Thus, change management can be studied after understanding the taxonomy of change principles.
Several strategies of change management can be found in the literature resources. According to Forbes, ten change management strategies can be used for a business organization. This article is effective as it demonstrates steps that can be quiet helpful in real-life scenarios. First, change must be made familiar by the project manager and let other staff help for a change. Communication must be clear with team members without any sugar-coating, paying attention and power of emotion. Additionally, other steps are also disclosed such as emotional presence, body language, provide stable foundation pillars and making relationships with employees (Goman, 2016). Another study reveals that knowledge management strategies like personalization and codification also contribute to change by learning and readiness (Imran et al, 2016, pp. 1097).
Few studies have also effectively used change management strategies in other domains. Change management is considered the most important strategy in the IT industry. The IT projects sometimes go through several changes such as budget varying and scoop creep. Here change managers build strategies so that project sponsors and stakeholders did not affect by major changes in the project alignment process. For instance, communication without any sugarcoating of truth is demonstrated with stakeholders and sponsors. Additionally, negotiation with sponsors for funding resources is another effective change management strategy. Authors Van Hau and Kuzie (2010, pp. 180) state the use of change management in enterprise resource planning systems. ERP systems are complex and thus require change management strategies like top management support, efficient communication and training. Another example of organizational change management is seen in the healthcare industry especially in electronic health records. Authors McCarthy and Eastman (2013) in the there published report reveal the application of change through three steps such as strategies, governance structure and human behavior (McCarthy, and Eastman, 2013). Therefore, for organizational change, some strategies must be created by change managers in other domains.
On a closing note, change management is mandatory for any IT as well as non-IT organizations. The researchers conclude that change must be implemented by change managers and project managers. However, there are no possible terminologies that define applications. Critical factors of change management are important to be addressed by managers. Further, change in IT differs from the organization as it resolves complex issues. Additionally, change management has been found missing in the public sector for a while. Still, the literature covers various models of managing change like Kurt Lewin’s three-step model, the Beckhard model and several other proposed models of change behavior. Again, change management strategies are helpful for change managers when change is happening. Hence, change management has been applied as IT and organizational strategy by change managers. Additionally, organizations must use strategies, change taxonomy, and one of the proposed models for making change stable for employees.
References
Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: a model for successful change. Journal of Organizational Change Management, 28(2), 234-262.
Ali, M., Zhou, L., Miller, L., & Ieromonachou, P. (2016). User resistance in IT: A literature review. International Journal of Information Management, 36(1), 35-43.
Brisson-Banks, C. V. (2010). Managing change and transitions: a comparison of different models and their commonalities. Library Management, 31(4/5), 241-252.
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.
Goman, C, K. (2016). 10 Change-Management Strategies That Are Backed By Science. (2016, August 12). Forbes. Retrieved from https://www.forbes.com/sites/carolkinseygoman/2016/08/12/10-change-management-strategies-that-are-backed-by-science/#4b20d9f22bd6
Fernandez, S., & Rainey, H. G. (2017). Managing successful organizational change in the public sector. In Debating Public Administration (pp. 7-26). Routledge.
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.
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127. Chicago
Imran, M. K., Rehman, C. A., Aslam, U., & Bilal, A. R. (2016). What’s organization knowledge management strategy for successful change implementation?. Journal of Organizational Change Management, 29(7), 1097-1117.
Kuipers, B. S., Higgs, M., Kickert, W., Tummers, L., Grandia, J., & Van der Voet, J. (2014). The management of change in public organizations: A literature review. Public administration, 92(1), 1-20.
McCarthy, C., & Eastman, D. (2013). Change management strategies for an effective EMR implementation. Himss.
Pollack, J., & Algeo, C. (2015). The contribution of project management and change management to project success. The Business & Management Review, 6(2), 30-31.
Rosenbaum, D., More, E., & Steane, P. (2018). Planned organisational change management: Forward to the past? An exploratory literature review. Journal of Organizational Change Management, 31(2), 286-303.
Shang, S. S. (2012). Dual strategy for managing user resistance with business integration systems. Behaviour & Information Technology, 31(9), 909-925.
Van Hau, T. T., & Kuzic, J. (2010, October). Change management strategies for the successful implementation of enterprise resource planning systems. In 2010 Second International Conference on Knowledge and Systems Engineering (pp. 178-182). IEEE.