Managing Organisational Change
Assignment One –Essay
Managing Organisational Change
‘Assumptions about the nature of managing and the nature of change outcomes are associated with different images of managing change’ This essay has been devised to offer discussion points to ultimately challenge ones perspective in regards to the notion of managing change as a coach. The essay attempts to introduce the concept of change management through the sphere of coaching. A comprehensive study into the role of a coach is provided whilst exploring key theorems such as classic organisation development as well as other more modern advancements to the theories. In the context of exploring the role of coaching itself, the essay then attempts to identify suitable areas or occasions for when managing change as a coach may be appropriate. Ultimately all issues that are raised for debate are done so whilst considering; peer reviewed, accredited, academic opinion.
Change management could be seen as a wide reaching and potentially all encompassing concept for individuals, or indeed organisations. Particularly when considering that many organisations now exist within a modern and dynamic globalised business landscape. Indeed change itself could be viewed as an essential part of a progressive society. With this thought in mind one may be drawn to the view that it would be prudent to obtain a firm grasp of the issues and challenges that change inevitably offers. Yet it could be naive to suggest that this task is entirely void of complexity. It could possibly be the case that each particular challenge may require a certain style or image of managing for change. For this particular study we focus on the role of managing change as a coach.
According to the McKinsey survey of 3,199 Executives conducted in 2008, as noted by Kotter (2012), more than 70% of change efforts fail to achieve the goals they originally set. This particular statistic is somewhat alarming, yet perhaps conceivable when considering the vast complexities associated with adapting to change scenarios. Hutchins (2013, p.2) extends upon this notion to highlight the most common contributory causes of change failure, being; ‘employee resistance, weak project management office and too many competing initiatives’. With this knowledge in mind one may be drawn to the idea that planning for change is not only essential, but needs to be comprehensive and relevant. Perhaps the specific strategies employed, or methods adopted, rely heavily upon the particular stage in which the change scenario falls. As previously mentioned the focus of this essay is on the role and suitability of managing change as a coach. The role of a coach in managing change may require a unique set of endeavours. Indeed the coaching image of managing change appears to focus upon the relationship; development and nurturing of employees, as they will ultimately be the ones called upon to play active roles in participating in change. As such, one may be drawn to the view that establishing a charter of; trust, shared values and benevolence may increase the likelihood of positive, successful outcomes (Ladyshewsky, 2010). However, achieving such an outcome may require the consideration and ultimate implementation of change management theory. One such established theory which includes various periods of advancement and contributing developments is that of organisational development.
Palmer et al (2008), provide a comprehensive study on the evolution of classic organisational development theory and practice. A brief summary of this evolution includes the contributions to development from; Lewin, McGregor, Black, Beckard, Collier, Whyte and Likert in the 1940’s to 1950’s era. A summary of the main ‘take outs’ of focus from this period include the emphasis on; interpersonal relationships, leadership quality, group focus, team building, as well as involvement of...
Please join StudyMode to read the full document