When the framework or change strategy used is adequate, organizational change is one of the most successful means of developing a competitive business firm and growth. Changes in an organization, on the other hand, are not always welcomed by the workforce, resulting in resistance. A change in organizational structure, for example, entails a transition from the current condition to the anticipated future state. The procedure should also be done in a cost-effective manner to ensure minimal employee opposition while simultaneously maximizing the effectiveness of the adopted change (Hartzell 2003). In my workplace, there was a change in the organizational structure and management where the chain of command was altered involving promotions, demotions, and recruitment of new employees. This change was aimed at ensuring effective attainment of organizational goals. The process also aimed at acquiring new skilled personnel with more experience that would ensure efficient attainment of organizational goals. However, there was a lot of resistance from employees accompanied by threats and strikes as employees were opposing the change in management. After a long-term resistance of the intended change, the company finally managed to change its management system resulting in business growth and stability in the highly competitive market (Hartzell 2003).
The steps involved in the change process were similar to those of Kurt Lewin’s change model. The organization managed to create a perception to employees on how the company desperately needed a change in the organizational structure and management. In this initial stage of unfreezing, the employees were made aware of the status of the company and how the current status hinders organizational growth and development. The need for new energy and skills, for example, was critical in our organization. There was a minimal achievement of goals with burn put and demotivation, which resulted in high employee turnover. There was therefore need to change the old behaviors and the solid structure to be able to maintain the company on the competitive edge. Effective communication was employed to ensure all the employees are informed of the change and how it will benefit the employees and the entire company. Employees need to feel the urgency, necessity, and motivation towards the important change, which is only, achieved through communication. However, the process faced a lot of resistance because people are always resistance to change due to fear of the unknown (Hartzell 2003).
After unfreezing the status quo, people can now undergo the real transition where the intended change is usually implemented. Employees were forced to struggle with the new terms and conditions of service. Employees are usually full of fear and uncertainty. However, the employees will struggle at this stage, finally be able to learn the new behaviors, processes, and gradually adapt to the new reality. The employer also needs to be patient with employees and give them time to learn throughout the change process. This step involves a lot of education, support, training, effective communication, planning and execution as employees familiarize with the new management strategies (Hartzell 2003).
The last final step taken was the refreezing stage where the new strategies are reinforced and solidified to ensure the stability of the organization. Employees tend to master the new norms. The refreezing step also ensures employees do not go back to the old ways of doing things. The change is then embedded in the organizational culture and maintained. Reinforcing and motivation of employees will enhance the refreezing stage (Hartzell 2003).
The change process, however, would have been better if it utilized the Kotter's Eight Steps model of change because the model allows successful implementation of important change. The systematic creation of urgency, the formation of coalition, vision, and communication of the vision for change gives the employees a reason to embrace the intended change. The management of obstacles that may hinder change is also critical. The change would then be built and incorporated into the organizational culture (Hartzell 2003).
References
Hartzell, S. (2003). Lewin Stage Model of Change: Unfreezing, Changing, Refreezing Principles of Management. Retrieved from https://www.youtube.com/watch?v=kerDFvln7hu
Hartzell, S. (2003). Explaining Kotter’s 8 Step Change Model. Principles of Management Retrieved from https://www.youtube.com/watch?v=YJ3EGdZ3_pU
