Guided Response: Respond To At Least Two Of Your Classmates ✓ Solved

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Guided Response: Respond to at least two of your classmates’

Guided Response: Respond to at least two of your classmates’ posts. Responses to peers should be at least two paragraphs and be substantive in nature. Substantive means that you should add something to the discussion, referring to the original post. Referring to any reading or other scholarship is always a plus.

DYANI’S POST: Significant organizational change can have a major impact on a company's culture. According to Palmer et al. (2021) successful well-established organizations are frequently connected with change. Adaptability is what links the relationship between organizational culture and organizational change. Recognizing the change variables aids in the development of diagnostic tools for assessing and evaluating the organizational change. Change is a key characteristic and a component of the organization's culture and the way it operates (Palmer et al., 2021). The most prominent organizational change that I believe had a significant cultural/social implication is new leadership.

A company's culture is likely to be drastically altered by new leadership. Leaders have a tremendous impact on company culture. They set the agenda, prioritize work, manage, lead, and delegate. According to Mayhew (2021), leadership changes can occur for a variety of reasons, including business setbacks, expansions, migration, product innovation and merger and acquisitions. The internal pressures for new leadership may be a result of loss in revenue or decline in stock.

Other internal pressures include employee engagement, communication procedures and leadership (Palmer et al., 2021). An external pressure could be technological and regulatory changes where new leadership is necessary to repair a failing company. COVID-19 also caused many businesses to re-evaluate leadership amidst the global pandemic. Another external force that caused corporations to make radical modifications to succeed in this highly competitive marketplace was the financial crisis. The extent to which single versus multiple rationales are utilized is contingent on the necessity for change. There are certain changes which may be due to a severe or less sever issues thus impacting the use for single versus multiple rationales.

References: Mayhew, R. (2021). Change in Senior Leadership & Its Effect on Achieving Business Goals. Chron. Retrieved from Palmer, I., Dunford, R., & Buchanan, D. (2021). Managing organizational change: A multiple perspectives approach (4th ed.). McGraw-Hill Education

JALISHA’S POST: Change Rationales – JMA Consider an organizational change that has social/cultural implications. Provide an evaluation of change initiative. Change happens when we least expect it, and it’s a process, but change rationales within an organization will help to shape the direction of change effort.

An example of an organizational change that has social/cultural implications would be lack of communication or a breakdown in communication. “Effective communication promotes awareness and understanding of why the changes are necessary. Employers should communicate change-related information to employees in multiple forms – emails, meetings, training sessions and press releases – and from multiple sources-executive management, HR and other departments” (SHRM, 2021).

What is the rationale presented for the change? The rationale presented for the change should be overloads of information, even if the employer doesn’t feel the information is needed because the more information the employees have the better understanding they will have of the change. Employers must also take the time out to listen to their employees as well that way things such as obstacles and misunderstandings can be put out in the open. Employers need to understand that the people they hire are the people they feel can communicate and understand small things in order to get the bigger picture; both should stay in contact and emphasize in order for the organization to succeed.

What are the internal and external pressures considered in the change? A lot of internal pressures can come from external pressures, but internally it comes from inside the organization. The biggest problem I see internally and externally is the fact that no one really likes change because before, during, and after the change process you hear a lot of people saying “traditionally, we would…” or “normally we would…” Internally, they have to communicate and accept that change is coming, so employers have to let the employees know the reasons for the change because clearly communicating the vision and the mission will help them to better understand what is happening.

Externally there are questions, comments, and concerns, but those cannot be answered until the people inside grasp the concept of the change, that way they can effectively communicate what the external people need to know. To what extent are single versus multiple rationales utilized? Employers, employees, and organizations have to understand what change is, where it is coming from, and why it must happen. On Facebook this morning I saw someone shared a quote from John F. Kennedy stating “Change is the law of life. And those who look only to the past or present are certain to miss the future.” So I think the extent where single versus multiple rationales are utilized is infinity because change is inevitable and it’ll happen for one reason or another, yet having multiple rationales helps justify the change(s).

Palmer, I., Dunford, R., & Buchanan, D. (2022). Managing organizational change: A multiple perspectives approach (4th ed.) . McGraw-Hill Education. SHRM. (2021). Managing Organizational Change. Organization and Employee Development.

Paper For Above Instructions

Responding to the respective posts of Dyani and Jalisha reveals important insights regarding organizational change, especially in terms of leadership transitions and communication practices. Dyani highlights a vital point concerning the significant influence of leadership changes on an organization's culture. New leaders bring fresh perspectives, and their leadership styles can dramatically transform existing cultural norms. According to Palmer et al. (2021), adaptability plays a crucial role in this relationship. It's imperative that organizations prepare for leadership transitions to mitigate any disruptions to culture and performance.

Dyani also discusses various internal and external pressures that necessitate leadership changes. The COVID-19 pandemic serves as a relevant example that caused many organizations to reconsider their leadership frameworks in order to remain competitive and responsive to market demands. As leaders arise from uncertain climates, organizations should implement strategies to facilitate smoother transitions. This can include establishing mentorship programs to guide new leaders and engaging employees in dialogue about expected changes.

In response to Jalisha's post about communication breakdowns during change initiatives, there is a significant overlap with Dyani's observations regarding leadership impact. Effective communication is paramount for successful change management when introducing new leaders. According to SHRM (2021), failure to communicate properly can lead to distrust and resistance among employees. Hence, leaders must ensure transparent communication lines are established from the onset of any change initiative. This includes consistent updates and incorporating feedback mechanisms to understand employee sentiments.

In both discussions, the necessity of adapting to change versus the natural resistance to change is a recurring theme. Implementing an organizational change effectively involves recognizing these cultural barriers and addressing them. Organizations can benefit from training programs that assist employees in navigating change, allowing for a more resilient workforce. Additionally, organizations should not view change purely as a top-down directive. Engaging employees through participatory decision-making can foster a sense of ownership toward change initiatives (Cummings, 2000).

The role of technology in change management, as articulated in Dyani's post, is fundamental. Organizations must not only invest in new technologies but also prioritize user acceptance and cultural alignment. Alsher (2017) emphasizes that without understanding the human factors involved, organizations may discover that technological implementations fail due to inadequate employee acceptance. Future change strategies should take into consideration the cultural implications of technology on employees, ensuring proper training and support is provided.

Furthermore, Dyani's mention of the barriers posed by ineffective communication is crucial. Change initiatives can lead to significant disruption if employees are left in the dark regarding the rationale behind changes. A culture of open communication addresses these issues by ensuring that all members feel valued and heard, thus maintaining morale during transitional periods. As organizations face multifaceted challenges, it becomes increasingly important to build a strong internal culture that can withstand external pressures from competition and change.

In summary, the interplay between leadership, culture, and communication arises as a consistent theme in the analysis of Dyani's and Jalisha's posts. Organizations must be proactive in equipping themselves to handle change effectively through clear communication, strategic leadership approaches, and embracing adaptability as a core cultural value. Future studies on organizational change should focus on measuring the impact of these elements on the overall success of change initiatives.

References

  • Alsher, P. (2017). A change Management Dilemma: 5 Barriers You Can Anticipate to Technology Adoption. IMA. Retrieved from [Ima.com](https://www.ima.com)
  • Cummings, T., & Worley, C. (2000). Essentials of organization development and change. Cincinnati, OH: South-Western Publishing.
  • Mayhew, R. (2021). Change in Senior Leadership & Its Effect on Achieving Business Goals. Chron. Retrieved from [Chron.com](https://www.chron.com)
  • Palmer, I., Dunford, R., & Buchanan, D. (2021). Managing organizational change: A multiple perspectives approach (4th ed.). McGraw-Hill Education.
  • SHRM. (2021). Managing Organizational Change. Organization and Employee Development.

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