In the 21st century, the global environment is characterized by a high rate of dynamism, which affects the operation of organizations. The sources of change are either internal or external. Organizations are affected by the changes since the factors that result in change are closely interrelated. For instance, amongst the forces of change in organizations is technology.
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Currently, the technological environment is very turbulent in relation to information technology due to the high rate of technological innovations. The development of internet technology has resulted in global interconnection amongst various organizations. This has increased efficiency in business operations. Change in the environment is currently occasional.
This means that the human resource manager must ensure that the change is effectively integrated into the organization. Integrating change within the organization would enable the organization to operate more effectively. According to Nicolas (2008), change refers to the concept of integrating new methods, processes, or systems within an already existing organization.
Change in an organization is a continuous process that involves the formulation of various strategies that would enable the organization to cope with the external environment changes. Strategy refers to the various actions undertaken by the management of the organization to enable it to achieve the desired set of goals (Bill 2009).
For the organization to achieve the desired goal through the desired goal, the management must effectively implement the formulated strategies. The discussion of this paper seeks to illustrate the relationship between strategy and the implementation of change, taking into consideration the role of the various stakeholders.
There is a close relationship between strategy and the implementation of change. This is due to the fact that the management of the organization has to consider various factors for the effective implementation of the strategic change. During the formulation of the strategy, there are various factors that the management should consider to ensure effective implementation of the desired change.
In the formulation of the strategy, the management should develop an action plan detailing the various actions to be incorporated in the process of implementing the strategies. The strategy should also depict the various steps that will be followed in the implementation of the change in a systematic order. This would help the organization implement the change effectively.
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The systematic arrangement of the steps to be followed in implementing the change enables the management in planning for the resource requirements. This would help in minimizing wastage of resources during the process of implementing change. Through action planning, implementation of change becomes more efficient since the broad strategy is broken down into more manageable undertakings (Bill 2009).
In formulating the strategies, clear deadlines and milestones are set. Setting deadlines in the strategy help in ensuring that the change to be implemented within the organization is time-bound. This helps in eliminating time wastage during the implementation of the change.
For example, if the desired change is aimed at exploiting an opportunity within the environment, the strategy has to incorporate time factor. This would ensure increased chances of achieving the intended benefits from the opportunities. On the other hand, setting milestones within the strategy enables the management to evaluate the effectiveness in implementing the change. The set milestones have to be achieved within a particular duration.
Nature of organization structure
During the formulation of the strategy, the management must consider the nature of its firm’s organizational structure. This will help in the determination of whether the organization has the necessary structure to ensure efficiency and effectiveness in the implementation of the change (Bolman &Deal 1997).
For example, a firm within the technology industry has to formulate an effective organization structure. This would enable the organization to cope with the increased innovation within the technology industry. One of the key departments that such an organization should consider incorporating is research and development.
The organization should have the necessary personnel to undertake the implementation of the change. The availability of relevant personnel within the organization increases efficiency in the implementation of the change. This is due to the fact that the management is able to assign the key responsibilities to the right personnel.
Communication is paramount in implementing change within an organization. In developing strategies leading to organizational change, the management should ensure that the strategy effectively incorporates the communication needs within the organization. This would ensure that there is effective communication during the process of implementing change.
Effectiveness in communication reduces the possibility of resistance to change from the organization’s employees. In most cases, the employees consider the implementation of change within the organization to have a negative effect (Bolman & Deal 1997). This makes it paramount for the management to consider the impact of the strategy on the employees in relation to various dimensions.
For instance, the implementation of information communication technology as the mode of internal communication within the organization may result in mixed reactions amongst the employees. This is due to the fact that some of the employees may not be conversant with the operation of the technology.
The effectiveness of management in communicating the strategies that have been formulated increases the probability of success during the implementation of the desired change. This is due to the fact that the employees would have prior knowledge with regard to the impact of the desired change to the organization and the employees in general.
Incorporation of communication during the formulation of strategy ensures that those assigned the responsibility of implementing the changes are aware of the various steps to be considered in the implementation of the change. This would ensure that the change if implemented fully within the organization.
Cost of implementing the change
Implementing change within the organization comes with associated costs. This means that the management has to formulate the various ways through which the process of implementing change will be funded. In the planning phase, the strategy has to ensure that there are sufficient funds to ensure effectiveness’ in implementing the change.
The strategy should also consider the alternative sources of funds to ensure that the implementation of change does not come to a halt. Amongst the cost variables that the strategy should consider include resources such as human capital and equipment (Bolman & Deal 1997).
The strategy should also consider the avenues through which the implemented change will be sustained within the organization. For the implemented change to be effective, the strategy should integrate the cost of maintenance in relation to the implemented change within the firm’s annual budget.
Implementing change in an organization is a complex process. To ensure that the change is effectively implemented, the strategy should entail the various methods through which the change will be monitored. This is by setting benchmarks through which the process of implementing change will be evaluated.
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Chances of deviation in implementing change within the organization cannot be eliminated. To eliminate the derailment of the desired change, the strategy should incorporate a control mechanism. Monitoring and controlling ensure that the implementation process remains on course. The ultimate result is that the organization is able to achieve the desired objective.
For there to be effective implementation of change within the organization, the strategy should effectively establish linkage within the entire organization (Bill 2009). The linkage should be comprehensive by considering vertical and horizontal integration.
Implementation of change within the organization affects the vertical arrangement of the organization. Vertical linkage refers to the establishment of coordination between the various corporate, departmental, or divisional plans. On the other hand, horizontal linkage refers to the integration within a particular department.
In implementing change within the organization, the management should ensure that the strategy is linked to the operation of the various organizational units. Through enhanced linkage, the strategy ensures that there is harmony amongst the various organizational departments. This increases the effectiveness of implementing the change within the organization.
Role of key stakeholders
In implementing change within the organization, the top management plays the greatest role. For instance, the top management determines the organizational structure to be incorporated within the organization. Implementing change in an organization such as integrating information communication technology results in a change of the organization structure.
For instance, information communication technology would affect informal communication structure within the organization. The top management ensures that the desired change is effectively communicated to the various departments of the organization.
Through effective communication, the management ensures that uncertainty and ambiguity in relation to the desired change are eliminated. If there is a lack of effective communication within the organization, there may be an increase in grapevine communication within the organization. This increases the chances of information distortion, thus increasing the chances of employees’ resistance (Belbin 2004).
The management should also ensure that communication is timely and continuous. Timely communication would enable the employees to adjust to the intended change more effectively. On the other hand, continuous communication would enable the employees to be aware of the progress in the process of implementing change. This would ensure that the employees appreciate the importance of the intended change.
The top management has to ensure that the organizational culture is not adversely affected by the intended change. If the intended change will result in a change of the corporate culture, the management has to ensure that the employees effectively transit to the new culture that emerges from the implementation of the change. Change of organization culture can result in a reduction in employee’s performance.
The top management also ensures that the firm has sufficient resources to implement the change. Consideration of resources entails financial and human capital. This makes the implementation of change to be more effective.
During the implementation of change within an organization, it is the middle-level managers. You are required to translate the ideas of the top managers to workable solutions. This means that the success of the intended change depends on the effectiveness of middle-level managers.
In an organization, the middle-level managers are responsible for controlling the operation of the employees. This is due to the fact that they form a contact point between the employees and the top management (Karen, Trish & Denis 2003).
Through their supervisory role, the middle-level managers ensure that the implementation of the desired change is according to the set procedures. Amongst the factors that the middle-level managers take into consideration are the set milestones and deadlines. This enables them to conduct a continuous evaluation of the change implementation process effectively.
Middle-level managers play a key role in allocating responsibilities to the employees during the implementation of change. This is due to the fact that their close contact with the employees enables them to know the efficiency of individual employee performance. This increases the probability of effective implementation of the change.
Change in an organization may result in altering the teams of the organization. For instance, the change may result in the creation of new teams. This may affect the employee working relationships within a team. The middle-level managers facilitate the re-establishment of the altered employee relation, thus restoring the level of employee motivation (Karen, Trish & Denis 2003).
Considering the dynamic nature of the global environment, the implementation of change in organizations is paramount. There is a strong relationship between strategy and implementation of change in an organization. The effective implementation of change within the organization depends on the quality of the strategies formulated.
For change to be effectively implemented within the organization, the strategy should entail a comprehensive action plan to be considered in the implementation of change. This helps in the elimination of resource wastage. Integrating action planning within the strategy makes the implementation of change to be efficient.
This is due to the fact that action planning enables a breakdown of the entire strategy. Implementation of change within an organization requires the presence of an efficient organizational structure. The strategies formulated should consider whether the organization has the necessary structure. This helps in eliminating the chances of failure in implementing the change within the organization.
The strategy is also related to the implementation of change with regard to communication. Implementing change requires effective communication. The strategy incorporates the need for information dissemination to the employees.
This reduces the probability of employee resistance. The strategy also considers the procedure to be adopted to ensure a continuous flow of information to those who are responsible for implementing the change. This helps in ensuring that the implementation process is effectively conducted by eliminating uncertainties. The strategy also considers the cost involved in implementing the change.
This is through the determination of the financial resources to be involved in implementing the change. Alternative sources of finances are also considered through the strategy. The effect is that the implementation of change is conducted effectively. The strategy also considers how the implementation of the change will be conducted. This eliminates deviations in the process of implementing change.
The control process entails the setting of milestones, which enable in the determination of whether the change is on course. The strategy is also linked to the implementation of change in relation to ensuring that there is effective vertical and horizontal linkage within the organization. The effect is that there is an increase in harmony during the implementation of change.
The top management plays a key role in implementing change within an organization. This is particularly so with regard to ensuring that there is an efficient organization structure to enhance the implementation of change. It also ensures that there are sufficient financial and human resources for the implementation of change. The middle-level managers ensure that employee to employee relationship is into altered by the change.
Bill, B, 2009, “ Strategy implementation: six supporting factors” Birnbaum associeates.
Belbin, R.M., 2004. “Management teams: why they succeed or fail” Butterworth: Butterworth publisher.
Bolman, L.& Deal, T. 1997, “ Reframing organizations”, Jossy-Bass Incorporation.
Karen, G,Trish, R & Denis, T,2003. “Implementing change: the crucial role of middle managers.”
Nicolas, F.2008. “Change management”, Distance consultancy LLC.