Organizational Change Analysis
Organizational Change Analysis
In many social service agencies, change is pervasive. Elrod and Tippett state “change is a constant and common element that impacts humankind individually and organizationally, day in and day out” (p. 273). The organizations structure, administration, technology, and goals are exchanged for more effective strategies (Schmid, 2004). According to Berger, Robbins, Lewis, Mizrahi, and Fleit (2003), mergers, new product lines, and cuts in the welfare budget all contribute to the rapid changes within an organization. The individual’s who are affected by the modification, may resist or support the change. McWilliam and Ward-Griffin pronounced “any change that necessitates a shift of individual’s mindset to invent, implement, and sustain requires an enterprise-wide integrated change strategy that attends to all of the people involved and the daily process dynamics between and amongst them” (p. 131). The change strategies that can be implemented include training, increased communication, the use of provisions, overview of the policy, and daily encouragement (McWilliam and Ward-Griffin, 2006). Jimmieson, Peach, and White (2008) argue that involving your employees in the decision making process and effective communication will have a positive effect on the change performance and support. Jimmieson et al. (2008) added that accurate information regarding change creates stronger social pressure to act in a supportive way. Working in an atmosphere where the agency takes into consideration the employees views generates a sense of trust. Szamosi and Duxbury (2002) defined support as “information leading the subject to believe that he/she is cared for …esteemed and valued… and belongs to a network of communication and mutual obligation” (p. 186). It is important for a company to grasp how to efficiently manage and cope with change within the organization. McWilliam and Ward-Griffin (2006) state the importance of the use of provisions and
In many social service agencies, change is pervasive. Elrod and Tippett state “change is a constant and common element that impacts humankind individually and organizationally, day in and day out” (p. 273). The organizations structure, administration, technology, and goals are exchanged for more effective strategies (Schmid, 2004). According to Berger, Robbins, Lewis, Mizrahi, and Fleit (2003), mergers, new product lines, and cuts in the welfare budget all contribute to the rapid changes within an organization. The individual’s who are affected by the modification, may resist or support the change. McWilliam and Ward-Griffin pronounced “any change that necessitates a shift of individual’s mindset to invent, implement, and sustain requires an enterprise-wide integrated change strategy that attends to all of the people involved and the daily process dynamics between and amongst them” (p. 131). The change strategies that can be implemented include training, increased communication, the use of provisions, overview of the policy, and daily encouragement (McWilliam and Ward-Griffin, 2006). Jimmieson, Peach, and White (2008) argue that involving your employees in the decision making process and effective communication will have a positive effect on the change performance and support. Jimmieson et al. (2008) added that accurate information regarding change creates stronger social pressure to act in a supportive way. Working in an atmosphere where the agency takes into consideration the employees views generates a sense of trust. Szamosi and Duxbury (2002) defined support as “information leading the subject to believe that he/she is cared for …esteemed and valued… and belongs to a network of communication and mutual obligation” (p. 186). It is important for a company to grasp how to efficiently manage and cope with change within the organization. McWilliam and Ward-Griffin (2006) state the importance of the use of provisions and
References: Berger, C.S., Robbins, C., Lewis, M., Mizrahi, T., & Fleit, S. (2003). The impact of organizational change on social work staffing in the hospital setting: a national longitudinal study of social work in the hospital. Social Work in Health Care, 37(1), 1-18. Elrod, D.P., & Tippett, D.D. (2002). The “death valley” of change. Journal of Organizational Change Management, 15(3), 273-291. Jimmieson, N.L., Peach, M., & White, K.M. (2008). Utilizing the theory of planned behavior to inform change management. The Journal of Applied Behavioral Science, 44(2), 237-262. Purser, R.E. & Petranker, J. (2005). Unfreezing the future. The Journal of Applied Behavioral Science, 41(2), 182-203. Schmid, H. (2004). Organization-environment relationships: theory for management practice in human service organizations. Administration in Social Work, 28(1) 97-113. Szamosi, L.T. & Duxbury, L. (2002). Development of a measure to assess organizational change. Journal of Organizational Change Management, 15(2), 184-201. McWilliam, C. L. & Ward-Griffin, C. (2006). Implementing organizational change in health and social services. Journal of Organizational Change Management, 19(2), 119-135.