ASSIGNMENT 8 REFLECT

Organizational Change Consultancy and Management

Name

Institutions

Organizational Change Consultancy and Management

Constructive Processes in Achieving Value for Knowledge Intensive Business Services Consultancy.

External consultancy to an organization is often prone to poor connection with the specific organizational issues associated with institutional change and the process to follow to achieve the change (Visscher et al., 2010). usually, companies or institutions have unique organizational cultures which demand that consultants on corporate changes be aware of. cognizance of these unique considerations provide institutions with the possibility of effective transitions into effective and sought for designs. knowledge-intensive business services offering consultancy services ought to undertake the following measures to create value for their organizational change consultancy; first, organizations have unique cultures that are pervasive enough to affect the operationalization of the designs organizations seek to adopt (Visscher et al., 2010). consultancy firms should do thorough studies of their client companies to offer the most specifically relevant customized solutions (Visscher et al., 2010). this should be done objectively through experts in organizational management and thorough analysis of accurate documents or the client organizational progress.

The Role of Engagement in Managing Organizational Change

Organizational structures and corporate management systems and designs are only empty instructions until they are given life by those who use them in their daily tasks (Anderson, 2013). the input of an organization's staff is therefore important in making it successful in its practical application. unfortunately, the majority of modern companies disregard the contributions of each employee and therefore ends up imposing new operational strategies on workers who do not believe in them. the result of such approaches to organizational change is often failed systems despite the heavy budgetary investments these companies put on them. employee goodwill on new operational strategies is a determinant of the strategy's operations as they work to positively improve it daily rather than make it the excuse of non-performance (Anderson, 2013). managers and departmental heads should, therefore, purpose to take the contributions of employees who will use or be affected by a change in the way they work (Anderson, 2013). this way, the workers own the changes and consequently make them effective.

The Role of Horizontal Organizational Communication in Effective Change Management.

Recent studies have attributed failed organization changes to factors, among them poor organizational communication (Anderson, 2013). the researchers state that decision makers fail to communicate effectively on the role of the newly adopted changes, their intentions and the role of each party in operationalizing the new strategies. further, vertical communication does not provide for an open discussion on areas new changes would require improvements. horizontal organizational communication provides free performance-related discussions that help employees raise their concerns over the systems consequently improving it to best fit the subject firm (Anderson, 2016). to achieve this, organizations should enrich their internal organizational communication with an emphasis on horizontal communication to facilitate a system's performance based discussion and improve it to perfection.

References

Visscher, k., Irene, j., & visscher-voerman, a. (2010). organizational design approaches in management consulting. management decision, 48(5), 713-731.

Anderson, d. (2013). an integrated system for organizational transformation. journal of integral theory and practice, 8(1), 1-18.

Anderson, d. l. (2016). organization development: the process of leading organizational change. sage publications.