The changes or transformation that takes place in organizations or companies is inevitable. The leaders should make the changes positively to enable the organizations to achieve the set goals and objectives. The reading in this module is essential, especially when it comes to addressing the issues of organizational change. The module also helps the readers learn how they can harness the leadership skill, the understanding of culture, and harness political resources that may help in guiding the change in the organization to be successful. The module also makes use of the analytical framework that can help in addressing the change process primarily from the three perspectives that is political, cultural, as well as strategic frameworks that are essential to consider during organizational change.
The analytical framework also helps in providing critical insights and tools that support the managers to avoid or manage the shortcoming that comes with the change in the organizations. In the 21st century, the management of the organization is becoming more complex, challenging to understand, and even hard to manage in comparison to some years back. For the managers or leaders in the organization to be active, they must have a good understanding of what they are supposed to do as well as the ability to understand people and workers in the organization (Gilley, McMillan, & Gilley, 2009) . Moreover, leaders and managers must have the skills and are capable of using knowledge practically and in flexible ways to enable organization change to take place seamlessly and successfully.
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Several articles focus on the organization leadership as well as the management of changes in the organization to ensure a successful transition. The organizations or companies authorize the manager to make things happen through influencing their colleagues or subordinate staff towards achieving the objectives of the organization. The mutual relationship between the leaders and the auxiliary group is very significant towards achievement of the set, and therefore the managers and leaders should have a good relationship with the other employees because it determines the success of the organization and especially when undertaking organizational change (Gilley, McMillan, & Gilley, 2009). It is also important to note that for successful organizational change, one should not separate the organization strategy and the change, because both depend on one another to enable a smooth transition with minimal effect on the operation of the organization.
A good manager or leader should continuously plan for the direction of the organization to achieve successful change because the internal and external needs of the stakeholders do also change continually. It is therefore essential for the manager or the organization leader to have a better understanding on the change in the organization because the success of changes in the organization entirely depends on them (Lüscher & Lewis, 2008). Organization change usually happens in two types; the first one is the planned change, and the other one is unplanned change. Unplanned changes are reactive in nature and take place without the manager affecting the change (Van Woerkum, Aarts, & Van Herzele, 2011). The planned, on the other hand, takes place when a manager decides to address a performance gap to achieve a specific outcome that enables the achievement of set goals and objectives of the organization.
It is crucial to learn that proper change management and good leadership are the primary ingredients in the process of changing the organization because the main challenge to change is the issue of human nature since they are likely to resist change if they cannot benefit from it (Thomas & Hardy, 2011). It is also important to now that the organization has a complex human interaction that the leader or manager should handle with utmost sensitivity to enable successful change in the organization. In most cases, organization change usually fails due to the lack of intelligent leaders who can engage the stakeholders and enable transformation. It is, therefore, paramount to have leaders of change who have skills and competence to ensure that the organizations have successful initiatives that can help in achieving the transformation.
References
Gilley, A., McMillan, H. S., & Gilley, J. W. (2009). Organizational change and characteristics of leadership effectiveness. Journal of leadership & organizational studies, 16(1) , 38-47.
Lüscher, L. S., & Lewis, M. W. (2008). Organizational change and managerial sensemaking: Working through paradox. Academy of management Journal, 51(2) , 221-240.
Thomas, R., & Hardy, C. (2011). Reframing resistance to organizational change. Scandinavian Journal of Management, 27(3) , 322-331.
Van Woerkum, C., Aarts, N., & Van Herzele, A. (2011). Planned and Unplanned change. Planning Theory, 10(2) , 144-160.
