Change Management

Change management is the systematic process, technique and tool which supports to manage people at the time of implementing modifications to accomplish business objective. As per the view of Lamarsh, change management is the organised application of knowledge and resources that assist organization in achieving its business strategies (Frankland and et.al, 2013). In other words it is the process of sustainable changes and improvements in the workplace to get optimistic outcome. Principals of change management are addressing human needs, involvement of each layers, proper communication, implementing modifications, continuous monitoring and review (Gerth, 2013).

Present essay will discuss the principals of effective change management and how these applications are being applied in small organizations.

BODY 1

Principals of effective change management

Changes are necessary part, this can support in improving work based performance of individual and can  help to accomplish its objective significantly. It is divided in here main sections; adopt changes, control and monitoring (Cameron and Green, 2015). Internal and external environmental keep changing so it is very important for the entities to adopt the latest technologies and modify their working procedures to get optimistic outcome. Principals of effective change management assist in implementing these effectively and to get good results. There are many reasons of making modifications such as technological advancement, competitive advantage etc (Turner, 2016). Several guiding principals of change management are discussed as below.

Address human needs: It is the formal approach and helps to manage people while making modifications in the organization. Before implementing modifications in the organization it is very important to analysis the needs of staff members so that by fulfilling their demands company can make them ready to accept changes (Burke, 2013). Transformation can create problem in the entity of leaders of the firms has to take impressive step to develop skills and capabilities among employees so that they feel confident and be loyal towards the brand. It is the main pillar of change management (Alfes and et.al,2013).

Start at the top: it is the second main principals of transformation, it defines that leaders of the organization need to speak in similar way so that desired result can be come out. Middle layers have to understand necessity of modification and require to support each other (Johnston and Marshall, 2016).

Involvement of every one: It is the next principals which defines that for making changes and managing people well it is important to involve each layer in the modification process so that no confusion takes place and all support each other. Strategies, programs affect each layer so involvement of all of them is equally essential (Challinor and et.al, 2014).

Create ownership: Involvement all each layer is not sufficient to implement modifications successfully it is very important to give power to all so that they can take their own decisions and can perform better in the workplace (Hickman and Ojo,  2014).

Communication is another principal of change management in which managers of the companies need to effectively coordinate with each layers there should not be any confusion. Message needs to be passed in each department in systematic manner so that no misunderstanding take place (George and et.al, 2015). Here it is very important that right information get passed to each layer.

Assess cultural landscape: Culture, value, belief are main elements. Each culture has its own language and attitude some time it can create misunderstanding and can create problem of conflict in the workplace (Grant-Coke and et.al, 2015). Through cultural diagnostics organizations can analyses the problems and can plan to minimize such type of issues in the workplace. By assessing the cultural landscape managers can implement changes significantly.

Monitoring changes: It is the next phase and principle in which organization has to monitor each activity closely so that if there is any drawback then managers can make plan to improve it. Close supervision supports to reduce uncertainties in the workplace (Hornstein,  2015).

Feedback: It is the principal of change management which defines that top authorities have to take opinion of individuals who are working in the changing environment so that if there is any mistake or lacking points then they can formulate strategies to improve it. By speaking to staff members managers can measure the success of changes and can respond it timely (Kotter's 8-Step Change Model, 2016).

From the above essay it can be concluded that change management is the essential part with the help of this organization can sustain in this crucial environment easily. It assist to gain competitive advantage in the crucial corporate world. These principals guide mangers to manage its workplace and people well and implement modifications significantly (10 Principles of Leading Change Management, 2014).

BODY 2

Apply principals of change management in small companies

Principals of change management defines that organizations can mange modifications in the workplace significantly. But when it comes to small companies then it becomes difficult to implement and manage changes. Due to lack of resources and unawareness managers can not take immediate step. This topic will discuss the several models which can help to apply change manage in small sized entities (Kotter's 8-Step Change Model, 2016).

John Kotter's 8- step model is very effective in this respect, with the help and guidance of this approach managers of small firms can easily make changes in the organization. It is divided into eight parts. The first step is to establish sense of urgency (Hickman and Ojo, 2014). Managers of small organizations can examine the market conditions and can identify the potential crises and opportunity options. It will help them to create sense of urgency of modifications in the company. In this phase leaders can make people aware about necessity of misinformation and can make them aware with benefits of it. By communicate with staff members openly and honestly these changes can be applied in the entities (George and et.al, 2015).

By creating guiding coalition, small organizations can manage changes in the workplace. Managers of small firms need to assemble a group of people those who have enough capabilities. By developing effective strategies, mission and objective of company can be accomplished. It will help to lead people well and they will be bale to work in new modified environment. By building right number of team at right place this can be possible (Kotter's 8-Step Change Model, 2016). Leaders of small firms need to encourage its lower team members so that they cooperate to them and accept modifications. Open communication is very effective in this respect it will reduce misunderstandings and they will be able to make people understand about the urgency of changes.

By creating a broad vision this can be applied in the small organizations. Clear vision can help in making proper systematic strategies and it will help to make people understand about the objective of the company so that they can support the team members and put their best efforts to do well. By creating systematic strategy goal of the firm can be achieved (Hornstein,  2015).

In the next phase managers of small firms have to communicate the vision with its employees. Selection of proper communication channel is very important in this respect. By making proper interaction with the workers and making them understand with the objective and vision, changes can be applied in the workplace significantly. Effective coordination will support in implementing changes and people will support each other in accomplishing the objective of the company. In the meeting managers of small firms have to discuss the vision and need to address problems associated with current process (Challinor and et.al, 2014). This will help in gaining trust of people and they will be ready of working in new modified environment.

In the next phase when people give their positive concern then leaders have to work for removing obstacles of implementing changes. It can be possible when small firms give power to its staff members and involve them in decision making process. By this way future conflicts can be removed to great extent (Turner, 2016). Managers have to encourage its staff members to take risks so that optimistic outcome can come out. Once, obstacles have been removed then company has to create short term wins. This will help to motivate employees and higher authorities. If entity is getting short term achievement then it means changes are good for the organization (Kotter's 8-Step Change Model, 2016).

Consolidate improvements will help to gain success and gain competitive advantage. Short term achievements are just beginning it can help in accomplishing organizational main aim. Managers have to keep looking on the improvements so that if there is any drawback then they can make immediate changes in process (Hickman and Ojo, 2014). Regular evaluation of performance is very necessary, by this way company will be able to move in right direction. By following these steps small firms will be able to apply changes in the organizations well and they will be able to gain success.

CONCLUSION

From the above essay it can be concluded that change management is impressive process through which small firms can get success and can turn into big organizations. Above study has discussed about principals of change management. These all are essential and guide top authorities well so that they can implement modifications easily. Sense of urgency is the main principals it helps to identify the market demand and condition, so managers can make effective strategies to meet with the needs. Clear vision and proper communication support in the process and help the entities to implement changes in the workplace. Small firms have great opportunity to grow well and can competitive advantage. So leaders should make clear visions and strategies it will help them in achieving their goal.

REFERENCES

• Alfes, K. & et.al., (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management. 24(2). 330-351.
• Altamony, H.& et.al., (2016). The relationship between change management strategy and successful enterprise resource planning (ERP) implementations: A theoretical perspective. International Journal of Business Management and Economic Research. 7(4). 690-703.
• Burke, W. W. (2013). Organization change: Theory and practice. Sage Publications.
• Cameron, E., & Green, M. (2015). Making sense of change management: a complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
• Challinor, A. J. & et.al., (2014). A meta-analysis of crop yield under climate change and adaptation. Nature Climate Change. 4. 287-291.
• Frankland, R. & et.al., (2013). U.S. Patent No. 8,484,111. Washington, DC: U.S. Patent and Trademark Office.
• George, P. & et.al., (2015). Designing interprofessional education curriculum using multiple conceptual frameworks. Annals of Behavioral Science and Medical Education. 21(1). 9-13.
• Gerth, C. (2013). Introduction. In Business Process Models. Change Management (pp. 1-12). Springer Berlin Heidelberg.

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