Internal and External Factors Driving Organisational Change
The changes within an organisation refer majorly to the various processes of change that might be implemented within the several technologies, strategies, processes, procedures and the other cultural factors that are related to various performances of the concerned business organisations. These changes within the performances delivered by the organisation might also be affected by the factors that are related to that are related to the effects that might result from these changes thereafter ultimately affecting the performance of the organisation (Wetzel & Van Gorp, 2014). The following literature review attempts a discussion on the roles played by the internal as well as the external environments of that might affect the organisational change. The literature review further attempts to relate to the various roles that are essayed by the senior management and the line managers of the organisation in the matters that pertain to the changes within the concerned business organisation. The literature review further proceeds to discuss the most common causes due to which the members of the workforce of the organisation display the resentment to the changes that are imposed by the concerned management of the organisation. The literature review further tends to deal with the recommendations that might be put forth to the matters that might assist the proper implementation of the various changes as proposed by the concerned management of the concerned business organisation.
The change in the organisations depend on both the internal as well as the external factors that affect the organisation. These changes are often known to have an effect on the matters that pertain to the overall performance of the organisation that is reflected within the given market wherein the concerned company might have been operating. These internal factors might include the changes that might have been taking place in the culture that is prevalent within the given organisation. The concerned organisation might also be affected by the changes that have been taking place within the workforce of the organisation and the various mental setups that might be existent within the concerned industry (Wetzel & Van Gorp, 2014). These might refer to the matters that are related to the change in the expectations of the members of the workforce of the company thereby leading to the necessity of the implementation of the various changes in the operations of the concerned business organisation. The other internal factors that might affect the changes within the organisation might relate to the matters that pertain to the numerous conditions wherein the concerned organisation might be facing some critical situations (Johnson, 2016).
The external factors that might be the driving the changes within an organisation might be related to the various factors that are related to the environmental factors that might be functional within the market wherein the concerned business organisation might have been functioning. These factors might largely relate to the matters that pertain to the technological factors affecting the concerned organisation (van den Heuvel e al., 2016). The diversity of the employees of the organisation might also contribute to being one of the reasons of the implementations of the various changes within the organisation. The management of the various ethical behaviour within the workforce employed by the concerned organisation might also prove to be one of the major reasons for the implementation of the changes in the concerned organisation (Simoes & Esposito, 2014). The other factor that might lead to the incorporation of the changes within the organisation are the factors that pertain to the globalisation of the different sectors within the concerned organisation.
The Role of Senior and Line Managers in Change Management
The supervisors and the other managerial staff within an organisation are known to have been playing a huge role in the matters that pertain to the communication within the concerned organisation. The managers of the organisation might be held responsible for the communication of the various decisions that are undertaken at the executive levels within the organisation to the concerned lower level employees of the organisation (Mount & Anderson, 2015). The managers within the organisation might also need to essay the role of the advocators of the various implemented changes within the organisation. The concerned members of the managerial level of employees within an organisation might also need to train and educate the various lower level employees of the organisation. This might help in ensuring the proper implementation of the changes within the organisation in a proper manner (Maheshwari & Vohra, 2015). The concerned managers of the organisation might also need to undertake the various functions that are related to the training as well as the development of the staff members of the organisation in the light of the various changes that might be incorporated within the system (Kotnour, Al-Haddad & Camci, 2015). The concerned management of the organisation might be responsible for the matters that pertain to the communication of the various ideas as well as solving the queries of the employees of the organisation regarding the matters that pertain to the implementation of the changes as proposed by the various managerial members of the organisation.
The key factors that might be responsible for the resistance to the changes within the organisation are heavily dependent on the matters that pertain to the loss faced by the employees of the organisation in the matters that are related to the job status of the employee or the job security of the members of the various employees of the organisation (Pollack & Pollack, 2015). This might also relate to the matters pertaining to the job role and the position that is held by the concerned staff in the firm (Klonek, Lehmann-Willenbrock & Kauffeld, 2014). The other factor that might be responsible for the resistance within the concerned organisation might relate to the poor extension of the rewards towards the concerned company. The employees might also resist the various changes due to the existence of the peer pressure within the several departments that are present within the organisation (Johnson, 2016). The resistance of the changes within the operations of the organisations might also be attributed to the presence of the inability to trust among the various members of organisation.
The management of the organisation might be recommended to deal with the definition and the description of the concerned change that need to be implemented within the concerned organisation. The management might need to align the concerned changes with the goals and the strategies that have been adopted by the concerned organisation (Jansson, 2013). The managerial staff as well as the other members who have been serving at the executive levels of the organisation might also be asked to consider the effects of the concerned changes within the organisation in order to deal with the matters that pertain to the operations of the concerned organisation as well as the overall performance of the concerned organisation (Jacobs, van Witteloostuijn & Christe-Zeyse, 2013). The development of the appropriate strategies for the communication might also be advised. This might help in the matters that pertain to the training and the development of the members of the workforce who might have been serving the various levels within the hierarchy of the organisation (Gorran Farkas, 2013). The proper training of the employees of the organisation might lead to the incorporation as well as the acceptance of the various changes within the organisational workforce (Canning & Found, 2015). The company might also need to implement a proper system that might provide a proper support to the members of the workforce who might not be comfortable with the changes that have been implemented within the organisation.
Resistance to Change within Organisations
The concerned management might need to deal with the various matters that pertain to the alignment of the various leadership styles followed within the organisation with the with the goals and the strategies that have been adopted by the concerned organisation. The management of the business concern might be advised in the matters that pertain to the training and the development of the members of the workforce who might have been serving the various levels within the hierarchy of the organisation (Caliskan & Isik, 2016). The proper training of the employees of the organisation might lead to the incorporation as well as the acceptance of the various changes within the organisational workforce. The management might also be advised to deal with the matters that pertain to the implementation of the proper training and the development schemes that might provide the concerned employees with support in the handling of the various matters that pertain to the activities based on the changes that have been implemented within the organisation (Al-Haddad & Kotnour, 2015). This might help in the establishment of the sustainability within the organisation thereby putting forth a scope of the growth in the strategic matters within the organisation.
Thus, from the above discussion it might be pointed out that the changes within an organisation depend upon the various matters that pertain to both the internal as well as the external matters that have been present within the organisation. The managers of the organisation might be held responsible for the communication of the various decisions that are undertaken at the executive levels within the organisation to the concerned lower level employees of the organisation. The managers within the organisation might also need to essay the role of the advocators of the various implemented changes within the organisation. The development of the appropriate strategies for the communication might also be advised. This might help in the matters that pertain to the training and the development of the members of the workforce who might have been serving the various levels within the hierarchy of the organisation.
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.
Caliskan, S., & Isik, I. (2016). Are you ready for the global change? Multicultural personality and readiness for organizational change. Journal of Organizational Change Management, 29(3), 404-423.
Canning, J., & Found, P. A. (2015). The effect of resistance in organizational change programmes: A study of a lean transformation. International Journal of Quality and Service Sciences, 7(2/3), 274-295.
Gorran Farkas, M. (2013). Building and sustaining a culture of assessment: best practices for change leadership. Reference services review, 41(1), 13-31.
Jacobs, G., van Witteloostuijn, A., & Christe-Zeyse, J. (2013). A theoretical framework of organizational change. Journal of Organizational Change Management, 26(5), 772-792.
Jansson, N. (2013). Organizational change as practice: A critical analysis. Journal of Organizational Change Management, 26(6), 1003-1019.
Johnson, K. J. (2016). The dimensions and effects of excessive change. Journal of Organizational Change Management, 29(3), 445-459.
Klonek, F. E., Lehmann-Willenbrock, N., & Kauffeld, S. (2014). Dynamics of resistance to change: a sequential analysis of change agents in action. Journal of change management, 14(3), 334-360.
Kotnour, T., Al-Haddad, S., & Camci, A. (2015). Assessing The Factors Enabling Systematic Change. Journal of Enterprise Transformation, 5(3), 141-161.
Maheshwari, S., & Vohra, V. (2015). Identifying critical HR practices impacting employee perception and commitment during organizational change. Journal of Organizational Change Management, 28(5), 872-894.
Mount, A., & Anderson, I. (2015). Driving change—not just a walk in the park: the role of the nurse champion in sustained change. Nurse Leader, 13(4), 36-38.
Pollack, J., & Pollack, R. (2015). Using Kotter’s eight stage process to manage an organisational change program: Presentation and practice. Systemic Practice and Action Research, 28(1), 51-66.
Simoes, P. M. M., & Esposito, M. (2014). Improving change management: How communication nature influences resistance to change. Journal of Management Development, 33(4), 324-341.
van den Heuvel, S., Schalk, R., Freese, C., & Timmerman, V. (2016). What’s in it for me? A managerial perspective on the influence of the psychological contract on attitude towards change. Journal of organizational change management, 29(2), 263-292.
Wetzel, R., & Van Gorp, L. (2014). Eighteen shades of grey? An explorative literature review into the theoretical flavours of organizational change research. Journal of Organizational Change Management, 27(1), 115-146.
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