Finances

Running head: CHANGE MANAGEMENT STYLE ANALYSIS 1

CHANGE MANAGEMENT STYLE ANALYSIS 11

Change Management Style Analysis

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Abstract

This research paper analyses the purpose and influence of strategic change management style among organizations. The paper provides definitions and needs for change management style. Each organization experience corporate changes, which is the constant activity in the corporate world. Organizations have learned to invest in corporate change management through the human resource department. This paper includes a description of previous work experience in the finance department at Flower Medical Hospital as one of the organizations with leading change management strategies. The focus in organizational change creates information that leads to performance management with strategies that are important in change management strategies. Also, the paper contains recommendations on how organizations should implement change management styles. Organizations are required to understand that change is constant and is a resource that improves organizational performance.

Corporate organizations experience constant change that is part of the general trends of the corporate industry. A successful organization is able to implement changes in the management style through strategic vision and future organizational activities. Successful organizational change management creates an opportunity for future vision creation and implementation strategies. Organizations experience major upheavals for change practices that seek to develop transformational leadership strategies (Katzenbach, 1995). Organizations are developed with resource assets including management strategies. The management strategies are important for managing constant change because competence human resources are involved in managing and making decisions for the organization's success.

Scholars of management and business have asserted that change management involves organizations of shifts on culture, human resource, motivation, and leadership. Change management is complex and the elements of change management involve the creation of sufficient transformation projects that influence the outcome of the change management programs (Lunenburg, 2010). Successful change management programs have focused on issues and strategies such as change management, which fail to demonstrate specific ingredients that make change management successful because not all change management programs succeed.

Change management is difficult because it involves an influence on people's relationship who are engrained among organizations that experience change. Change in culture and motivation can be distinct among organizations and directly influences people involved, but it is difficult to establish whether the people involved embrace change or resist it. Resisting change is a common occurrence when organizations have reached the point of implementing changes (Shaw, Drucker & Senge, 2013). The focus on change management strategies indicates that organizations are also tasked with finding institutional strategies for successful change management as compared to experiencing conflicts during these activities.

The change management factors that bear distinct characteristics involves organizational measure that directly or indirectly affects the communication importance within and outside the organization. The primary occurrence with communication is the ability to influence transformational activities that necessarily affects the execution of change management programs among organizations (Lunenburg, 2010). Accumulating research has shown that the influencing factor of change management is leadership. Attention is given to the leaders who influence their followers.

Regarding change management, the two change management philosophies and models that are in everyday use in the contemporary world include Kotter's eight-step change model and the McKinsey 7-S model. The McKinsey 7-S model aims at providing a holistic approach to changes within an organization. Robert Waterman and colleagues created this model that included seven ideal change agents. There are four benefits of this model. The first benefit is offering a practical method that aims at diagnosing the organization and understand the organizational needs for change. The second benefit aims at providing guidance that will enable organizational managers to manage change. The third benefit is that the model demonstrates how leaders can combine emotional and rational components of their leadership to change management (Huising, 2006). The fourth benefit is that it allows all the seven components to be managed in unison even though working in a unified way. The Kotter’s 8 step change model is common in organizations today. John Kotter created this model to demonstrate the need for organizations to embrace change while tasking change agents and organizational management with creating a campaign for change. The model aims at convincing employees to join and support change.

Today, organizations are faced with growing industry and business needs. The growing needs create constant changes within the organization. The organizational leaders are tasked with addressing these changes through the use of change management models. Both internal and external drivers cause the organization to develop change needs. The influences that force the organization to lead change include technology, government regulations, changes in the marketplace, and economic changes (Lunenburg, 2010). When there is a need for change, organizations are required to have someone who will supervise change and make sure that the organization is complying with the new needs. In fact, organizations that are up to date create the change department. The department will act on behalf of the organization to determine the changes required to enhance comparative marketplace advantages.

One of the primary issues in the corporate world is change management. Luburic Radoica (2013) suggests that the management style is an occurrence of long duration and can be viewed as part of the variable organizational resource. Changes within the corporate world are accelerated due to performance demand and could continue into the future. The sporadic changes in the corporate world are more occurrences with ongoing durations and dynamics that process the sphere of varying degree. A successful change management is increasingly gaining critical importance with conditions that are sustainable and developing towards challenges for financial systems (Luburic, 2013). The need for financial management develops concepts that are related to the interconnected changes. For example, the financial systems are depended on resource management leadership that is able to predict and mitigate risks. Therefore, change management describes the authority for challenges in the society to create a systematic approach for social life calls and questions of principles of quality management. A successful management style improves quality and performance among organizations that rely on economic opportunities for sustainability.

Associated change management style focuses on developed systems that utilize internal and external success criteria. Among organizations, Luburic Radoica (2013) continue to note that there is no perfect system in the corporate world. Each parent system is being influenced by other subsystems with commanding forces that create gap manifestations. Lack of synchronization and control problems suggests that the management style within an organization is subject to constant demands that make the organization want to change its management style to meet the current demands (Denis, Lamothe, & Langley, 2001). There are always limits on how people are likely to utilize change management styles. For example, the focus on mechanical management style overshadows organic organization's needs. The organizations most of the time want to compete for superiority in the industry without developing a balance between organizations and client needs. Lack of such commitments create a situation where organizational management believes that there is a deficit of organizational management style and with low continuity for innovation and changes within the central society civilization.

I have participated in organizational change where leaders in Flower Medical Hospital had to address the issues of change management. When working within Flower Medical Hospital in May 2015 to May 2017 as a finance assistant director, I witnessed management change style for improving work performance. In May 2016, the hospital conducted departmental restructuring that affected the human resource element of the organization. The human resources department and the senior management organized an offsite meeting for all employees to announce the restructuring process. The initial communication of the plans to restructure the company came six months before the restructuring process. During the initial communication, the management explained the reasons for the restructuring. Also, the management indicated clearly that there would be a series of custom communication tailored towards specifically affected departments. Restructuring is a complex activity that involves complex procedural changes where it may include layoffs. Since the organization was keen on managing change, the restructuring process was successful. However, this hospital tried to propose the acquisition of smaller clinics across the state. The initial year of the process showed that the acquisitions strategy was not a good idea for the hospital's employees was met with resistance. The hospital's need for acquisition did not succeed.

For a successful change, Flower Medical Hospital considered the role and application of the successful change outcomes. Managing change within this organization requires developing the success metrics. During project planning, managers should consider key favorable metrics to the execution of the projects. These success metrics are ideal for project performance and help managers with positive experience. The goal of any project is to get a return on investment. At least that is what every company is looking for. While companies are funded by investors, these investors want to see profit (Chitoor, June 21, 2012). On the other hand, the organization is at the center of connection between customers and investors and it must satisfy both. In trying to document the success of any project, the following questions for successful measures must be determined: the performance cost, planned value efficiency, earned value and quality.

From my past experience in dealing with changes in the organizational management style, direct interaction with management style changes has influenced my thinking of organizational management studies. I have thought that corporate organizations operate in industries that have access to competitive strategies; hence creating constant business changes. According to Hrebiniak (2013) the competitive strategy is achieved through a form of diversification that focuses on adding new presence, customers, services, and products to the market. The diversification enhances products and services portfolio that is directly proportional to the revenue and profitability of the organization. These performances depend directly on the type of management style existing within the organization.

From Flower Medical Hospital experience, I have learned that organizational change is a common occurrence in the corporate world. The business environment is dynamic, and changes are constant (Hrebiniak, 2013). Since changes must occur, the management should develop a change management strategy that will influence employees to accept and adapt to change as compared to experiencing change resistance. Hrebiniak (2013) connects the organization's management style changes to the need for the organization's diversification. The differences in management style change needs are the changes that organizations need to make to achieve diversity and corporate comparative advantage in their businesses, products, and services.

Recommendations for change management style revolves around developing change strategies that focus on resource management that is mandated to create change resolution. The management expects change with considerable influence to change resistance within organizations. The effective communication focuses on developing change management strategies that need to work as organizational protocols with room for responsibility for change management (Denis, Lamothe, & Langley, 2001). The focus on change management aims at developing an activity for training protocols for those involved in change. The organizational senior management is responsible for developing updated resource strategies that are ready to embrace changes (Kreps, 2011). The training aims at improving personal employee skills that they can use elsewhere even if they want to leave the company as a result of the change.

Due to the evidence of constant change within the corporate world, organizations should create the change management department as those observed in the human resource department. The human resource department is tasked with the mandate of reinforcing change at the management level. This management level and HR department should consider developing systems for receiving feedback from employees during the period of new corporate strategy (Denis, Lamothe, & Langley, 2001). The change department should ensure developing a workflow, which is critical in implementing change to ensure equal and democratic participation for all employees, especially in the change process. An effective change management system will identify the gaps that will need to be filled up as an area, which better display organizational change. The identified gap should be evaluated and incorporated into a new organizational structure that will develop a corporate strategy for effective and comparative markets as well as industry advantages.

Organizations creating change should focus on developed strategies for new projects. For example, during project planning, managers should consider key success metrics for the execution of the projects. These success metrics are ideal for project performance and help managers with positive experience. The goal of any project is to get a return on investment. While investors fund companies, these investors want to achieve a return on their investment (Chitoor, June 21, 2012). On the other hand, the company is at the center of connection between customers and investors and the company must satisfy both. In trying to document the success of any change management project, the change agents should focus on the cost-benefit for change. For example, during project management, performance cost indicates whether the project is utilizing its resources well and whether resources secured for the project are sufficient. Resources for project execution do involve not only raw materials but also a human resource expertise. Qualified and experienced human resources are part of the project's management and success metrics.

To conclude, this analysis demonstrates how corporate organizations rely on management strategies that are important for managing constant changes that are occurring in the corporate world. Organizations use competence human resources to manage change and make decisions for the organization’s success. The management style is performed by competent human resources who make decisions on the directions of organizational investment. The competitive organizational strategy influence groups to pursue competitive organizational needs that define strategic leadership that influence organizational goals. Organizations use leadership influences to manage change. Experience from Flower Medical Hospital shows how the senior management creates priority for change within the organization.

References

Chittoor, R. (June 21, 2012). Metrics for project success. Project Management. Retrieved on August 9, 2018, from http://project-management.com/metrics-for-project-success/

Denis, J. L., Lamothe, L., & Langley, A. (2001). The dynamics of collective leadership and strategic change in pluralistic organizations. Academy of Management journal, 44(4), 809-837.

Hrebiniak, L. G. (2013). Making Strategy Work: Leading Effective Execution and change. New Jersey. Pearson Education, Inc.

Huising, R. (2006). Becoming (and being) a change agent: personal transformation and organizational change.  Paper presented at the annual meeting of the American Sociological Association, Montreal Convention Center, Montreal, Quebec, Canada Online. Accession Number: 26641741.

Katzenbach, J. (1995). The real change leaders: How to create growth and high performance at your company.

Lunenburg, F.C. (2010). ‘Managing Change: The Role of the Change Agent’. International Journal of Management, Business and Administration, Vol, 13, No. Pp 1-6.

Ireland, R. D., & Hitt, M. A. (1999). Achieving and maintaining strategic competitiveness in the 21st century: The role of strategic leadership. Academy of Management Perspectives, 13(1), 43-57.

Shaw, G. B., Drucker, P. F., & Senge, P. M. (2013). Challenges in change management in central banks. Journal of Central Banking Theory and Practice, 2, 35-49.