Chapter one talks about the actual change process. In this chapter the practically theory of change is mentioned that revolves around making useful prediction on how the change should take place (Lozano, Nummert, Ceulemans, 2016 p.59). There are also various aspects of organizational change, the context of the change could be either internal or external and the process is the actual transition that should take place. Moreover, change is often accompanied and takes place in three major phases and these are the ending, which is regarded as a phase of loss, the neutral zone, regarded as a phase of uncertainty and the beginning, which is regarded as the phase of making a new start.
Federated Co-operatives Limited was undergoing some really important organization change. Just as mentioned in chapter one, the context of the change could either be internal or external. Well, for the case of Federated Co-operatives Limited the context was more of internal because they had changed a number of aspects in the internal management such as the organization culture as well as its information and technology and it marketing system. The change also took place in three stages as mentioned, the beginning ending, neutral and beginning phase.
Recommendation
The process of organization change takes place in various stages. These different stages are what make an organization strong again once they have all been successfully passed. They should therefore be appreciated.
Chapter nine
Approaches to change and implementation change. There are two approaches in implementation of change and these approaches are direct and facilitated. A direct change is where change originates from the top while a facilitated change is where other members of the organization are consulted (Pugh, 2016 p.90).There are also certain approaches that can be taken to deal with some of the challenges associated with change. The necessary steps to be taken are shown in the diagram below
According to Federated Co-operatives Limited, their change was not that of a direct approach but rather a facilitated one. This is so because the change was communicated to all other employees before the change was initiated in the first place. Moreover, we see that employees are engaged through a Q&A session and also by the use of surveys. In any change processes there are challenges that are usually experienced in the transition. FCL also experienced a number of these challenges for instance they had a challenge in managing the 36 active IT projects in which 7 of those were multimillion dollar.
Recommendation
Challenges are a common thing in any change process. They should therefore be embraced and dealt with because at times change is inevitable.
Chapter 7
Change from the perspective of power and politics. Power is regarded as the ability to influence other people’s behavior and politics is when power is being actively used. Politics and power have a say in which the process of change will take place in an organization. They can either accelerate the change or be a source of dynamic energy. It can also cause a sense of mistrust and a total distraction from organizational goals (Hayes, 2018 p.102).
At FCL change in perspective of politics and power is evident. Power and politics have an effect on change that could either be negative or positive. For FCL we see that the managers and relevant people in power are trying as much as they can to make sure that they positively steer the change process that they were undergoing. This is done by engaging all the employees in a Q & A session.
Recommendation
Power and politics are very vital in any change process. They should therefore be carefully utilized so as to ensure that they accelerate the change and do not cause any cases of suspicion and mistrust.
Chapter 8
Change from the perspective of organizational learning. There are some key aspects associated with organizational learning and these are obstacles and enablers to learning (Cummings, Bridgman, Brown, 2016 p.63).This approach of change unlike the power and politics approach is very dynamic in nature. It puts into considerations various distinct variables that facilitate the change. First and foremost, it involves determining the position that a company is them picking up form there so as to reach where you want to be. The element of change is supposed to propell the company to where it wants to be in the future from where it already is at the moment.
FCL was experiencing a series of employee burnout as they felt that the company is not headed in the right direction. It was therefore necessary that the employees are reminded on the importance of the change and the roadmap ahead and exactly how to get there. Banda was convinced that it was a critical moment that the company set down some guiding principles that could help in decision making to facilitated the change.
Organizational learning is a very important approach in change management. It facilitates and enables the organization to rebuild trust in their employees regarding a change that is already in process and that which is yet to happen (Bradley, 2016 p.77).This approach should b embraced.
References
Bradley, G., 2016. Benefit Realisation Management: A practical guide to achieving benefits through change. Routledge.
Cummings, S., Bridgman, T. and Brown, K.G., 2016. Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. human relations, 69(1), pp.33-60.
Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for business, government and civil society. Routledge.
Hayes, J., 2018. The theory and practice of change management.
Lozano, R., Nummert, B. and Ceulemans, K., 2016. Elucidating the relationship between sustainability reporting and organisational change management for sustainability. Journal of cleaner production, 125, pp.168-188.
Pugh, L., 2016. Change management in information services. Routledge.
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