Change management processes should include creative marketing to enable communication between changing audiences, as well as deep social understanding about leadership styles and group dynamics. As a visible track on transformation projects, organizational change management aligns groups' expectations, integrates teams, and manages employee-training. It makes use of performance metrics, such as financial results, operational efficiency, leadership commitment, communication effectiveness, and the perceived need for change in order to design appropriate strategies, resolve troubled change projects, and avoid change failures.
Change management is faced with the fundamental difficulties of integration and navigation, and human factors. Change management must also take into account the human aspect where emotions and how they are handled play a significant role in implementing change successfully. Traditionally, organizational development OD departments overlooked the role of infrastructure and the possibility of carrying out change through technology.
Now, managers almost exclusively focus on the structural and technical components of change. Managing change over time, referred to as navigation, requires continuous adaptation. It requires managing projects over time against a changing context, from inter-organizational factors to marketplace volatility.
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It also requires a balance in bureaucratic organizations between top-down and bottom-up management , ensuring employee empowerment and flexibility. One of the major factors which hinders the change management process is people's natural tendency for inertia. Just as in Newton's first law of motion, people are resistant to change in organisations because it can be uncomfortable. The notion of doing things this way, because 'this is the way we have always done them', can be particularly hard to overcome.
This issue can be exacerbated in countries where "saving face" plays a large role in inter-personal relations. To assist with this, a number of models have been developed which help identify their readiness for change and then to recommend the steps through which they could move. A common example is ADKAR, an acronym that stands for awareness, desire, knowledge, ability, and reinforcement. Whichever is the first level that does not apply to an individual, team, or organization is the first step to complete in helping them change.
As change management becomes more necessary in the business cycle of organizations, it is beginning to be taught as its own academic disciple at universities. There is a growing number of universities with research units dedicated to the study of organizational change. From Wikipedia, the free encyclopedia. For software version changes, see Change control. Business process reengineering Change management ITSM Employee engagement Human resource management Leadership development Organization studies Organizational culture Organizational structure Performance management Stakeholder management Strategic change Talent management Training and development Transtheoretical model.
International Organizational Change Management Institute. Retrieved PM Hut.
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