Changes and innovations are inevitable in many organizations in the United States. Some of the external forces that are said to drive companies to change include competition, financial markets, government regulations that change regularly, and others. Internal factors that result in change include organizational structure and behaviors. Organizational change is defined as the movement of the company from one state to another, and some of the changes that are considered are based on the policies, technology, strategies, and procedures. Changes and innovation highly contribute to the growth of the organization. In most companies, the managers who introduce changes face high resistance that may hinder the growth of the organization. Resistance management is essential as it ensures that accommodative and improved changes are implemented for the companies. In business, technology changes are happening, and these changes are needed to acquire competition Anderson & Tushman, 2004). The paper will discuss management of change and innovation in a company, and in this case, the change based on technology.in managing change, managers need to understand some characteristics of change. One of the aspects is that change is part of the organization, and it can positively or negatively affect change depending on the approaches used by the management. The other feature of change is that it is a result of internal and external forces of the company, and some of these forces cannot be avoided. Different parts of the organization are affected in varied rates and significance since change is impacted by some parts of the company. The change introduced to the organization affects the individuals, technology of the organization, and the structure.
Models to Manage Organizational Change
Lewins Model
Lewin’s model is a three-step model that involves three steps that included unfreezing, moving, and refreezing. The unfreezing step is the one in which a manager should reduce the forces that hinder change. The manager comes up with ways that can be used to decrease the impact of the current values, behaviors, and attitudes of the employees. The employees show some values and beliefs that hinder change and innovation in the company. The second step of the model is the one called moving in which the manager develops new values and attitudes that support change (Lunenburg, 2010). The third stage is the refreezing stage that allows the managers to stabilize the expected change through changes in the norms and structures of the organization. These models should be profoundly be considered by the managers of the company. In the case presented by the essay, the manager can ensure that training is involved that provides values that reduce fear and accommodate the changes to new business systems.
Kotter’s Eight-Step Plan
The plan was introduced to help the managers to improve their ways of initiating and handling change. According to the individual, some leaders make mistakes like the absence of vision, failure of effective communication, and others. These failures make it hard for change and innovation to be effective. Kotter then established the following eight steps that can be utilized by leaders to ensure that change and innovation are managed and better results achieved. The first step is the creation of a sense of urgency, and the leader creates a compelling reason for the change. For example, the issue of reduced sales needs to solved urgently through the introduction of systems like CRMS (Lunenburg, 2010). The second step is the creation of a guiding coalition through the creation of cross-level and cross-functional sectors. These sectors involve a group of team leaders who can initiate others to embrace change. Developing a strategy and a vision is the other step that guides the team members to accommodate the change. Communication of the change vision should be done by the managers who provide enough information about the vision and strategy of the expected change. The other step, according to Kotter, that should be considered by managers, is empowering action through the elimination of barriers. The managers ensure that the team members take the risk to solve the problems of change. Generation of short term wins that consider recognition and reward of the team members is the other step (Lunenburg, 2010). Once the wins have been achieved, the individuals are rewarded, and they support the managers is enhancing change. If an employee learns to use a system that is introduced into the organization, then the reward can be given. Step seven is the one that consolidates gains and ensures that more change is produced. The managers involve more members of the organization in the process of change and innovation, which then becomes productive. The last step of Kotter’s model is anchoring new approaches in the culture. Changes can be reinforced by promoting new organizational behaviors and processes.
Harris’s Five Phase Model
Planning and initiation is the first phase, according to the individual, in which the leader makes sure that the followers understand the purpose of the expected change and innovation. In this phase, resources are allocated, and activities selected to begin on the issue of change. The involved partners are made part of the program hence gaining their support. The second phase is the momentum one in which the resources are utilized, and the activities get underway in which the individual owns the change. Leadership activities are highly utilized to ensure that every individual performs. Phase three is identified as the phase of the problem in which plans become complex. At this phase, resources become insufficient, and some members fail to perform per the expectations. Also, leadership approaches are highly needed at this phase to ensure that things are done despite the challenges (Lunenburg, 2010). An example, new systems require resources for education, and without enough resources, then training will be hindered hence affecting change and innovation. A turning point is the next phase in which problems are overcome, and growth is promoted. Phase five is the termination phase in which some unexpected issues may arise, affecting the change and innovation. At this point, the efforts can be terminated, but the manager involves his members of the organization to analyze and simplify the task. New goals are clarified, and new resources are provided for the process to be accommodated by individuals. In these phases, the role of leadership is highly needed as it directs and monitors activities and ensures that barriers are eliminated in embracing change and innovations.
Greiner’s Change Process Model
The Greiner’s model is the one that discusses the role of organizational change agent who initiates change and reduces barriers. The model is divided into six phases that explains how a change process can be introduced into the company to the stage in which it is accommodated. The first phase is the pressure and arousal phase in which the management feels that external and internal factors call for changes. Some of the changes include competition and high turnover, respectively. Intervention and reorientation is the second change that allows the leaders to analyze problems and initiate changes that are needed. Phase three is the diagnosis and recognition, one known as the successful change in which the member of the organization are involved in the process of change (Lunenburg, 2010). The leaders and the staff share a common goal on the need for change to solve the issue affecting the organization. Phase four is the invention and commitment in which mangers involve their employees to have creative solutions to solve the problems. Experiment and search is the next phase that requires testing of the solutions invented in the previous phase. The change experiments before the leader introduce it to be implemented for the growth of the company. The last phase of the model is the reinforcement and acceptance in which the members of the company accept the change willingly. At this level, barriers to change are eliminated, and the change can be implemented for the benefit of the organization. Techniques such as salary increases, promotion, and recognition are ensured to promote acceptance of change and innovation.
Approaches to Management of Change and Innovation
Communication
Management of the resistance to change is the key factor that ensures that change and innovation are successful. There are steps that are identified to help leaders properly manage change in their organizations for success. The first approach that can be used by managers in the company to ensure that technological systems are put in place to help stocking and sales is through acceptance of the change. The leader plays a role in inspiring others in the company, and once he or she accepts the change, then it can be communicated to the others in the company (Ion et al., 2012). The leader ensures that the employees understand that changes in the organization will be constant, but with positivity, these changes are manageable. Once the managers of the different departments understand the technological changes that are needed, they should communicate with the other employees. Effective communication is mentioned as a quality tool that helps in reducing the rate of resistance in the company. Communication provides an opportunity for the staff and the stakeholders to accept change. When communicating the issue of changes needed in the organization, the managers should practice openness. Openness ensures that the staff is provided with the details of change and innovations. In this case, the staff and the stakeholders will be made to understand that a business system like Customer Relationship Management Systems (CRMS) (Ion et al., 2012). The staff is made to understand that the system is used to improve the loyalty of the customers to the business that helps in improving the growth of the company. Communication can be done to the individuals or to the company teams to make them understand how change and innovation will contribute to the achievement of the goals.
Training of the Employees
The other approach that is mentioned to help in reducing resistance and ensure that change and innovation are successful is through training the employees. Training helps in empowering the employees and improving career development. For example, in the case of a company where new systems need to be installed, the employees require training and education. Training ensures that the employees are equipped with the skills and knowledge that reduces fear of change. Employees fear that they would lose their jobs with the introduction of new systems (Ion et al., 2012). The fear can be eliminated through education, and resistance would be reduced, and the staff would be willing to support implementation. The management of, therefore, ensures that there are resources that can be used for employee training. Human resource management plays a role in ensuring that the resources like funds and time are available for the employees to acquire training. Education is given to offer the team with the information required to handle the business systems that are put in place.
Participation and Involvement
Resistance to change and innovation can be managed by allowing participation and involvement. Resistance can be mitigated through the leader, ensuring that the team members of the organization are involved in decision making. Before the change is implemented, the team should be involved in the design of the expected change. The members of the organization feel that they are part of the change, and this action motivates them to support the change. The employees gain ownership of the change and innovations, and they support the management in the achievement of goals. The leader can ensure to call the involved parties for a meeting (Hayes, 2018). The leader then lays out the details of change and innovation and allows the other members to give their opinions. The involved employees also communicate with others on the need for the change, and positive impacts are achieved. The approach is used when the leader wants the members of the organization to embrace change and contribute to the achievement of the company goals. Participation ensures that input to the change in increase is hence resulting in the achievement of the company goals expected from the change.
Negotiation and Agreement
Negotiation and agreement is the approach that is also used to ensure that change and innovation are promoted. Potential resistors call for the need to use the approach, and financial incentives can be used to ensure that change and innovation are accepted.
The human resource manager ensures that there are monetary incentives that can be used to motivate the employees. The employees are motivated so that they can accept the change and innovation that is being suggested (Hayes, 2018). The business systems are used to ensure the increment of profits in the company, and the employees should be made to understand these facts through negotiation and agreement. The approach can be used to motivate a quicker response from the employees who hinder change and innovation. However, the approach can be consuming the resources of the company since most employees would insist on getting the financial incentive to accept change.
Conclusion
In conclusion, the management of change and innovation is crucial for the growth of the organization. The essay has identified the models that can be applied by leaders to ensure that change and innovation are accepted and embraced by the members of the organization. Kotter, Lewin, and Greiner are individuals whose information can be utilized by managers to eliminate barriers to change embrace. The staff and the stakeholders need a process of change in which they will not feel forced to accepting it to the organization. Some of the techniques, such as communication, training, and others, are important in ensuring that change and innovation promote growth. It is the role of managers to ensure that the other members of the organization provide support in change and innovations that would enhance growth. The company requires the business systems to solve the issue of loss of customers to competitors, and this can be achieved through support from the employees.