Management of Organizational Change

Large-scale organizational changes have a multi-stage structure and involve many different steps. A major challenge for a manager is to maintain persistence and determination in situations where some of the reorganization steps are not working properly. For the work of reorganization to proceed most effectively, the manager needs to have a team of like-minded people who can help troubleshoot at any time (Hawk & McChrystal, 2020). Otherwise, failures in the course of reorganization can demoralize the initiator and subsequently lead to the cancellation of the change.

An important demoralizing factor is the lack of rapid positive results of changes. The lack of improvement of financial conditions, as well as working conditions of employees, causes dissatisfaction with the reform activities of the manager and often leads to a decrease in productivity. To avoid this difficulty, the manager should share with the staff the interim objectives and action plans for the transformation. This is necessary so that the organization’s employees understand the current stage of reformation. As a result of changes that have already been implemented, it is often apparent that they have not assimilated into the organizational culture. To solve this problem, it is necessary to conduct periodic work with employees, to monitor the degree of their understanding of the goals and objectives of the reform; otherwise, the transformation will prove unsuccessful.

If organizational change has not led to the desired result, it is primarily an indication that mistakes have been made on the part of the manager, both practical and strategic. Nevertheless, the adverse effects can be caused by the illiterate performance of employees who were not willing to sacrifice comfort for the sake of a successful transformation. Often the reform is unsuccessful because of the lack of coordination within the manager’s team of like-minded people, who are also responsible for the result. Organizational changes, though initiated by management, are implemented through the fruitful work not only of the administration but also through the activities of other employees. All participants in this complex transformation process are, to varying degrees, responsible for the result.

Reference

Hawk, R., & McChrystal, S. (2020). Welcome to management: How to grow from top performer to excellent leader (1st ed.). McGraw-Hill Education.