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    Running Head: Organisational Change

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    Sam Gitonga
    1) Organizational change is measured through key performance indicators that monitor how well objectives are being met and outcomes compared to previous records. Change can be institutionalized by aligning structures, identifying supporting leaders, and enforcing policies. 2) To effectively implement change, leaders must identify needs, communicate the change, and engage people at all levels in planning and implementation. Change impacts process systems like policies and procedures, technology systems for efficiency, and people who may resist due to fears. 3) The sustainment phase focuses on stabilizing and solidifying changes by refreezing goals, processes, structures and offerings as the new way. Efforts like acknowledgment and rewards help ensure changes are not abandoned and become the

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    Running Head: Organisational Change

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    Sam Gitonga
    68 views4 pages
    1) Organizational change is measured through key performance indicators that monitor how well objectives are being met and outcomes compared to previous records. Change can be institutionalized by aligning structures, identifying supporting leaders, and enforcing policies. 2) To effectively implement change, leaders must identify needs, communicate the change, and engage people at all levels in planning and implementation. Change impacts process systems like policies and procedures, technology systems for efficiency, and people who may resist due to fears. 3) The sustainment phase focuses on stabilizing and solidifying changes by refreezing goals, processes, structures and offerings as the new way. Efforts like acknowledgment and rewards help ensure changes are not abandoned and become the

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    1) Organizational change is measured through key performance indicators that monitor how well objectives are being met and outcomes compared to previous records. Change can be institutionalized by aligning structures, identifying supporting leaders, and enforcing policies. 2) To effectively implement change, leaders must identify needs, communicate the change, and engage people at all levels in planning and implementation. Change impacts process systems like policies and procedures, technology systems for efficiency, and people who may resist due to fears. 3) The sustainment phase focuses on stabilizing and solidifying changes by refreezing goals, processes, structures and offerings as the new way. Efforts like acknowledgment and rewards help ensure changes are not abandoned and become the

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    68 views4 pages

    Running Head: Organisational Change

    Uploaded by

    Sam Gitonga
    1) Organizational change is measured through key performance indicators that monitor how well objectives are being met and outcomes compared to previous records. Change can be institutionalized by aligning structures, identifying supporting leaders, and enforcing policies. 2) To effectively implement change, leaders must identify needs, communicate the change, and engage people at all levels in planning and implementation. Change impacts process systems like policies and procedures, technology systems for efficiency, and people who may resist due to fears. 3) The sustainment phase focuses on stabilizing and solidifying changes by refreezing goals, processes, structures and offerings as the new way. Efforts like acknowledgment and rewards help ensure changes are not abandoned and become the

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    Running head: ORGANISATIONAL CHANGE

    Organizational change

    Name

    Course

    Date
    ORGANIZATIONAL CHANGE

    The progress of change in an organization is measured through key objectives and

    performance indicators. The key performance indicators monitor how the organization the

    organization is geared towards achieving the objectives of the business. For example, the

    objective for increasing productivity, the outcome can be measured and then compared to

    previous records before the change was brought into action (Richardson & Denton, 1996). This

    help in determining if the change had a positive impact. Reviewing the outputs also helps

    maintain the change process progressing forward. Change can be institutionalized by aligning the

    business structure with the change initiative, identifying leaders who support the change

    initiative for important roles, instilling cultural myths, stories, and attitudes, as well as enforcing

    and revising policies. The key indicators of institutionalization of change include; individual

    knowledge of the change initiative, how the change behaviors have been accepted in the

    organization, as well as the degree to which the values and beliefs associated with the

    interventions are performed (Agocs, 1997).

    To effectively implement change in the organizational systems, leaders ought to identify

    the need for and communicate the change in the organization. They should, however, engage the

    people in the organizations at all levels by involving them in the planning and implementation of

    the change strategy. The organizational systems that usually impacted by the change include the

    process systems, the technology systems, and the people. The process systems of organization
    ORGANIZATIONAL CHANGE

    are usually identified by policies, process maps and procedures, as well as rules which describe

    how tasked, are accomplished in the organization. The processes are realigned or redesigned as

    better ways of offering services to new and/or existing customers (Larkin & Larkin, 1996). The

    technology systems of an organization ensure greater efficiency in the implementation of the

    changes. The technology ensures greater accuracy, speed, and dependability of data. People are

    not easily impacted by the change in an organization. The resistance to change is usually due to

    peer pressure, fear the unknown, mistrust as well as fear of losing status.

    The sustainment phase of organizational change is regarded as freezing in the Lewin

    model. It focuses on stabilizing, reinforcing, and solidifying the state of change. The changes

    institutional in the organizational goals, processes, structure, and people or offering are refrozen

    and accepted the new way of doing things. It is a critical phase in the cycle of change as it

    ensures that some people do not go back to their old ways of doing things. Efforts should,

    therefore, be made to ensure that the change does not vanish, rather, it should be cemented into

    the systems and the culture of the organization as well as maintained as the agreed method of

    doing things (Agocs, 1997). Positive acknowledgment and rewards of individual efforts are

    usually used to maintain the new change as a positively rewarded gesture will most likely be

    repeated. The sustainment phase is important as it ensures that people do not go back to old

    ways of doing.
    ORGANIZATIONAL CHANGE

    References

    Agocs, C., (1997). Institutionalized resistance to organizational change: Denial, inaction and

    repression. Journal of Business Ethics, 16(9), 917-931.

    Larkin, T. J., & Larkin, S., (1996). Reaching and changing frontline employees. Harvard

    Business Review, 74(3), 95-104.

    Richardson, P., & Denton, K. D., (1996). Communicating change. Human Resource

    Management, 35(2), 69.

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