Change is intertwined into professional and personal components of lives. It has the ability to steadily occur within the environment mankind dwells in and even beyond. This reflective treatise attempts to explicitly review the successful and unsuccessful organizational changes in relation to models and philosophies of change management. Besides, the treatise identifies the keys to successful organizational change.
Successful Organizational Change
I introduced a planned change within the Austria Technology Company encompassed the introduction of a communication plan for tracking response progress for all the staff as a training intern. The communication plan was meant to embrace the company’s technocrats to decide on the period required to make the proposal viable through the company’s board of directors, the company innovation engineers, head of departments, and the company communication representative agent who are the main stakeholders. Since I managed to clearly incorporate my past experience in communication networking, the staff members embraced this planned change and the response rate was recorded at 82%.
The communication plan change was accepted since it appealed to the immediate and long term interests of the staff and it made the hierarchy of operations in the company predictable (Newman 2012, p. 71). I encouraged positive attitude among the staff to embrace change and create an environment that motivated the change through my skills in employee motivation strategies (Battilana & Casciaro 2012, p. 387). Fortunately, the positive attitude and direct participation of all the stakeholders made this organization communication plan change very friendly.
Unsuccessful Organizational Change
While working at the Austria Technology Company as a trainee intern, I introduced a discontinuous change in the production section. The discontinuous change of addition of another machine in the company to increase production was unsuccessful within the Austria Technology Company. Due to increased aggregate for the company’s product, I proposed to increase on the supply through adding of an extra machine to boost in the capacity. However, this change was met with heavy resistance since the argument from the coordinators was that the company did not consider increasing the human capacity or offering incentives to support this change. Since this was a one time change, there was no room adjustment and making improvements and the change policy collapsed (Newman 2012, p. 73).
Keys to Successful Organizational Change
In order for an organizational change to be successful, the employees are obligated to ensure that the change plan is able to generate strategies that will ensure that there is a need for such change to take place instead of simplifying on the benefits expected. The change agents should take up the role of ensuring that they offer assistance to others in order to embrace inclusive change in their organization (Newman 2012, p. 72).
In view of change to occur in any organization, all change agents must be able to make an analysis of the system that they will effectively operate and function in. The elements of that change should act on human will to move towards the desirable direction (Battilana & Casciaro 2012, p. 386). The speed at which such changes take place in an organization should be continuous. One way to effectively implement a successful organizational change while working in an organization is through seminars and workshops. Effective implementation of project changes by an organization requires full involvement of the stakeholders at different levels (Battilana & Casciaro 2012, p. 394). This makes the agents and targets of a change element to understand the reasons behind their involvement and benefit from such changes.
Battilana, J., & Casciaro, T. (2012). Change agents, networks, and institutions: A contingency theory of organizational change. Academy of Management Journal, 55 (2), 381–398.
Newman, J. (2012). An organizational change management framework for sustainability. Greener Management International, 57, 65–75