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Leadership and Employee Involvement in Organizational Change

Change is a vital process that every organization is geared towards achieving to avoid failure and stagnation. Organizational change can be described as the steps a business takes to regulate its various components ranging from hierarchy, internal processes, and other crucial aspects. These modifications can arise due to a steady rise in technological advancements, the rise of new competitors, and underlying economic trends. The transformations can either be adaptive or transformational depending on the adjustment that the organization needs to implement. These desires that are meant to be attained by the change cater to both internal and external customers. I will look at how one can execute the desired change amendment in the team’s work process and monitor its effectiveness.

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Being chosen to lead the initiative, I had to learn the necessary skill to understand the task’s skills. One of the stages in implementing change in an organization is to prepare the staff mentally about the transformation. It should be analyzed critically, culturally, and logistically for better results. When employees are aware of the modification being applied, they will quickly adapt, resulting in a continuous workflow. Before one can proceed to logistics, the business’s cultural organization or premise should be considered not to affect the association’s employee outcome and other associated daily routines (Skogland and Hansen, 2017). During this period, the person in charge involves the workers understanding and recognizing the necessity for change. Team involvement is vital to the change process as it increases staff input in formulating decisions that affect employee wellbeing and organizational performance (Hussain et al., 2018). The workers that are partially into the idea of change will soon catch up when they see the impact of the implementation on the firm.

Once the organization is set to embrace the new change, a plan is formulated on different ways to implement it. The plan should explain how the transformation will help the company achieve the set goals, measure the success, and provide a basis for its outlook after implementation. Authorized personnel should be selected to oversee the running of the change, take notes of every crucial stage, and be responsible for the whole exercise until completion (Braithwaite et al., 2018). The outline of the project’s discrete steps and actions will be identified while analyzing what will not be included in the change. The official will tackle every stumbling block during the implementation period, ensuring the exercise runs smoothly as the exercise will require flexibility and agility to overcome.

After the plan is stipulated and understood, the next step is implementing the change. The initiative’s specifics will determine the transformation of either company’s structure, employee behavior, or systems and how it will impact the outcomes (Satterstrom et al., 2020). In this process, the managers encourage the employees to take appropriate measures to achieve the initiative’s set goal. In most instances, it is not always a smooth transition; some barriers can be anticipated, and knowing how to mitigate them can save the organization from losses. Rigorous communications throughout the exercise are vital for skeptical employees to learn how to accept the change. Teams will be tasked with different duties concerning the evolution and rewarded according to the performance to enhance competition and collaboration (Soukup et al., 2018). These unconvinced individuals will be included to gain experience and confidence in the change.

Upon successful implementation, the overseer should follow up closely to ensure workers are not working towards the change’s downfall. This can be achieved by timely monitoring and getting feedback regularly about the progress. When the company’s practices and culture are embedded into the new system, it becomes hard for them to work against the goal (Stouten et al., 2018). New organizational structures that come with the new change that may be inclusive of reward systems can help make the new initiative stick. In some instances, finalizing the process does not guarantee a successful change effect. Regular analysis, monitoring, and reviews need to be conducted to determine success or failure. Moreover, both the staff and stakeholders can learn from the implementation various lessons that can help plan future changes.

Reference List

Braithwaite, J., Churruca, K., Long, J.C., Ellis, L.A. and Herkes, J., 2018. When complexity science meets implementation science: a theoretical and empirical analysis of systems change. BMC medicine, 16(1), pp.1-14.

Hussain, S.T., Lei, S., Akram, T., Haider, M.J., Hussain, S.H. and 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), pp.123-127.

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Satterstrom, P., Kerrissey, M., and DiBenigno, J., 2020. The Voice Cultivation Process: How Team Members Can Help Upward Voice Live on to Implementation. Administrative Science Quarterly.

Skogland, M.A.C. and Hansen, G.K., 2017. Change your space, change your culture: exploring spatial change management strategies—Journal of Corporate Real Estate.

Soukup, T., Lamb, B.W., Arora, S., Darzi, A., Sevdalis, N. and Green, J.S., 2018. Successful strategies in implementing a multidisciplinary team working in the care of patients with cancer: an overview and synthesis of the available literature. Journal of multidisciplinary healthcare, 11, p.49.

Stouten, J., Rousseau, D.M. and De Cremer, D., 2018. Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, 12(2), pp.752-788.

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