Table of Contents
Construction companies because of diverse nature of industry enforce changes at business level being connected either logically, causally or by shared characteristics of people, management and cultural values and technology. To overcome the unpleasant consequence and to safeguard grade of excellence or worth and gain change needs to be well managed. The intensity of changes are different in some particular way related to their type and nature but above and beyond all other consideration how they are managed in order to get benefits from it. Within construction sector where the business environment lies in global competition and customer expectations, change management played a significant role in the quest by organizations to stay ahead of the competition. As the management of change in organization become more important in order to be a competitive, at the same time it is more difficult if not handle properly so before going organizational change leaders and managers must understand purpose, consequence, characteristics and meaning of change initiatives at business level. According to dictionary the definition of change is “the act or an instance of making or becoming different, an alteration or modification.” (Michael Jarrett, 2008) Change management means “To apply a systematic approach to helping the individuals impacted by "the organizational change" to be successful by building support, addressing resistance and developing the required knowledge and ability to implement the change (managing the 'people' side of the change).” (Tim Creasey, 2007) Organizational change includes “The management of changes to the organizational culture, business processes, physical environment, job design / responsibilities, staff skills / knowledge and policies / procedures.” (Dr. Gary J. Evans, 2004)
According to Jack Welch “Change doesn’t come from a slogan or a speech. It happens because you put the right people in place to make it happen.” (Robin Speculand, 2009) Interesting Factors which (Dr. Gary J. Evans, 2004) in Organizational Change are: “The key to successful management of organizational change lies in the people. They are the agents for successful transformation of the organization. They determine the Return on Investment from this process.” Robert Reich, American economist and politician said that “your most precious possession is not your financial assets. Your most precious possession is the people you have working there and what they carry around in their heads and their ability to work together.” (Robin Speculand, 2009) People are the one who make strategy and they are the one if manage well to help the change sustain for long term in any organization to lead towards its achievement. John Kotter a Harvard Business School Professor, known as the world’s foremost authority on leadership and change has highlighted an important management fact when dealing with change he said, ‘‘the most general lesson to be learned from the more successful cases is that the change process goes through a series of phases that, in total, usually require a considerable length of time. Skipping steps creates only the illusion of speed and never produces satisfactory results.’’ (Michael Stan Leigh, 2008) During organizational change, management staff often don’t be fully aware that the process of adopting change needs time. Management staff expect that employee are ready to accept change and show commitment towards goal rather than denial. Each change is different, each organization is different and each department is different. In addition, the circumstances and consequence before and at present time are different. The customers are different, the structures and system are different and the drivers of change are also different. Change were never that easy it will need some time to flow through organization. As a consequence when managers don’t recognize the relation...
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