Organizational change is a critical approach that many companies undertake to improve performance and profitability. Business leaders should be aware of the most appropriate strategies to transform their firms and engage all followers. This paper gives a detailed analysis of an organizational change implemented in my workplace.
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I currently work in a local company that produces and markets consumer goods in different locations. One of the latest changes focused on the introduction of new technologies and systems to meet the needs of different customers. This was an opportunity for me to guide, empower, and mentor my followers throughout the implementation process. My key action was to ensure that all workers received adequate training and guidelines in order to use the new systems successfully. I guided other supervisors to create the best culture and environment for the new change.
During this change initiative, I modeled the change behavior of all organizational leaders. I achieved this objective throughout the use of seminars and meetings. This strategy empowered me to identify the right actions, behaviors, and procedures that would support the entire change process. It was also necessary to outline the best attributes, values, cultural practices, and leadership styles that would make the process successful. The use of training sessions made it possible for the leaders to be aware of the targeted objectives (Batras, Duff, & Smith, 2016). I also instructed them to encourage their respective followers to embrace the intended behaviors.
Approach to Change
My approach to this change was value-laden in an attempt to deliver positive results. This means that certain principles or standards became norms throughout the process. For instance, the value of integrity remained critical in an attempt to compel all stakeholders to focus on the outlined goals (Batras et al., 2016). Respect, professionalism, and transparency were also critical during the change initiative. These values made it possible for all individuals to act diligently and pursue action plans that could deliver positive results. Members of different teams shared ideas, collaborated, and acted diligently to achieve the outlined goals.
Successful Completion of the Change Initiative
The discussed change is almost complete since workers can gather complaints and suggestions from different customers. The acquired information is then used to improve products, procedures, and marketing processes, thereby making it possible for the company to achieve its goals. A change is labeled successful if it becomes a norm in a given organization (Palmer, Dunford, & Buchanan, 2009). This is the reason why the company’s leaders and workers are now able to use the introduced systems effectively.
The most appropriate criteria revolve around these two parameters: employees’ responsiveness and reduction of resistance. Currently, all employees appreciate such systems and work hard without any form of resistance. The criteria also relate to organizational performance. It is agreeable that my company has recorded meaningful outcomes after introducing and implementing this change successfully.
Leaders determine this aspect by monitoring sales, the level of employee satisfaction, and profits (Palmer et al., 2009). These attributes are then compared with the ones recorded before introducing the change. Since these aspects reveal that my company is currently recording positive records, it is evident that the transformation has a positive relationship to organizational performance.
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The above discussion has revealed that companies should implement and support new changes in order to emerge successful. The selected organization considered a powerful model to introduce superior systems that could handle customers’ complaints. The use of a value-laden approach and a proper leadership supported the change process. Consequently, the company has managed to record positive results, including increased profits and revenues.
Batras, D., Duff, C., & Smith, B. J. (2016). Organizational change theory: Implications for health promotion practice. Health Promotion International, 31(1), 231-241. Web.
Palmer, I., Dunford, R., & Buchanan, D. A. (2009). Managing organizational change: A multiple perspectives approach (3rd ed.). New York, NY: McGraw Hill Higher Educations.