Organizational Change Process Essay

Organizations involve tactical responsiveness to external dynamics to bring strategic diverge within the continuum, which organizations need to create and maintain outstanding performance (Spencer, 2010). Through strategic re juvenileal the organization alters its operational strategy to gain economic advantage. Successful of death penalty of transfigure should be a long-lasting occurrence often situated by readiness, resources necessary to implement compound successfully, how the organization monitors such limiting (Whelan-Berry, Karen, Somerville & Karen, 2010). Gaps or omissions in the play of alternate often lead to sinister outcomes. This paper will focus on the Lewins phases of organizational change reflecting on Concord Bookshop conflict and its effect on organizational failure. Lewins Phases of Organizational ChangeAccording to Lewins theory in studying human and organizations it is imperative for tutors to image change as forces work in different direction, fo r change to happen there should be a driving force with less counteracting opposite (Borkowski, 2005). Borkowski further states the importance for managers to understand the external and internal environmental influence and differentiating between forces that need to duty tour status quo and those that require change. Lewin stated three important steps of change that managers need to follow to attain successful transition to change. UnfreezingSchein as stated in Spector (2010) for effective learning and change to happen some var. of dissatisfaction should be created, to bring discomfort to the members. Underperformance does not necessarily create change because when people are comfortable with a status quo they are unmotivated to change. Instilling discomfort will force employees to change and unlearn authoritative norms to learning desired new practices. ChangeThe need for change should be communicated and plowshareies involved must be part of the change process. Dictation b y upper focusing at this phase will meet with resistance. at once employees are open to change, implementing new protocols will not have a great deal resistance, during this phase retraining andeducation should take place to eliminate the revere of inadequacy and uncertainties. Employees involvement will give them sense of self-will and feeling of adequacy, and they will be willing to move from one furbish up of behaviors to another (Spector, 2010). RefreezingCompanies invest a substantial amount of money to process change within the continuum through and through training, retraining, and staff development. Therefore, the new learned behaviors should be permanent. Refreezing stage is where a newly created equilibrium is made relatively proficient against change (Spector, 2010, p. 29). It is important that the way keeps tabs on the implementation phase through monitoring and evaluation process. Concord Bookshop ConflictConcord bookstore was facing economic turmoil created by the change in customer preferences and tight completion from its rivals. Therefore, it was imperative for management to revise some(prenominal) trade and operational strategies to save the organization. The decision of hiring a manager without consulting with its departmental management was a serious mistake by the owners. They failed to create the discomfort needed for change. If the managers were put in that predicament they would have responded differently from resigning. The owners omitted unfreezing stage to change process, which did not involve the employees. For change to be successful employees should be part of the change, and they should believe they are indispensable. Announcement by management of hiring new manager brought fear, uncertainty, and inadequacy to the employees. Their job security was at stake, they also feared the unknown. Working for that some(prenominal) years demotion brought a feeling of shame and ambivalence accompanied by loss of status and power . The combination of all these factors brought resistance to change. The Concord management failed participative decision making, delegation, team building, and employee involvement in its organizational faulting, which met with resistance from both employees and the public (Elie-Dit-Cosaque, Pallud & Kalika, 2011 ). Creating a driving force for change, avoidance or excretory product of resistance ensures successful strategic transformation in meeting and implementing new goals. Awareness of internal and external factors that influence change is of paramount importance when dealing with organization strategic transition. Knowing and applying Lewins phases of organizational changes empowers the managers with all-important(a) skill to process change within the continuum and ensure smooth transformation to new ideas and behaviors. Concord Bookshop failed to follow Lewins phases, which led to resistance and conflict from both employees and the public.ReferencesBorkowski, N. (2005). O rganizational Behavior in Health Care. Sudbury, MA Jones and Bartlett Publishers. Elie-Dit-Cosaque, C., Pallud, J., Kalika, M. (2011). The Influence of Individual, Contextual, and Social Factors on Perceived Behavioral instruction of Information Technology A Field Theory Approach. Journal of attention Information Systems,28(3), p201-234. Spector, B. (2010). Implementing Organizational Change Theory into Practice (2nd ed). Upper charge up River, NJ Pearson Prentice Hall. Whelan-Berry, Karen S., Somerville, & Karen A. (2010) Linking Change Drivers and the Organizational Change Process A Review and Synthesis, Journal of Change Management, 10(2), 175-193.