CHANGE MANAGEMENT
AUTHOR SAHIL PATIL
Overcome Crises by Implementing Management Systems in Organizations
KIRECHEVA, E. (2022) states that effective change management is an important success factor in modern business organizations. Exposed to external and internal factors of the changing environment, modern businesses are subject to a number of challenges. There is a continuous need to anticipate changes in the organization due to the changing business environment. Achieving success in the area of change management requires adequate tools and methodology to measure results, combining the interests of all stakeholders. Change management ordinary follows a specific process. In order to achieve greater effectiveness from the work, questions such as: is the need for change understood, is there a plan for change, how will communication take place, what are the potential barriers, etc. should be sought. While it is impossible to anticipate everything that could go wrong in a project, it is generally a good idea to take time to anticipate potential obstacles and develop mitigation strategies before proceeding. From an organizational perspective, standards are a powerful decision-making tool. Their efficacy is evident in the increased adaptability o production an the educed response time to implement change, which ultimately translates into increased competitiveness for the organization.
Six Sigma implementation framework for SMEs
KUMAR, M. et al (2011) states that research had shown that Six Sigma or other CI initiatives have failed either due to lack of understanding of how to get started or due to failure to link the initiative to strategic business goals and measurable objectives. Management in such organisations are weak and often involved in fire-fighting, paying inadequate attention to softer issues such as leadership, culture change, employees training and education, etc., characteristics evident in SMEs. If Six Sigma is only considered as implementation of statistical tools and techniques to solve complex problems in the organisation, it is doomed to fail due to its very weak linkage to strategic business objectives. The key contribution of this article was the development of 12 steps of Six Sigma implementation framework that was designed keeping into consideration the needs and characteristics of SMEs. The proposed framework aims to provide a structured approach to problem solving in cross-functional teams and aid SMEs to flourish and reach their full improvement potential. It is not only imperative to drive improvement from implementation of Six Sigma initiatives but also to sustain the gains over the long-term. Phase 4 of the framework suggests the ways to sustain the benefits from Six Sigma implementation by focusing on intrinsic motivation of employees and sharing the learning across the firm. Sustainability dimension would accoutre SMEs to absorb the ripple caused due to any external disruption and make them more resilient to such changes. The framework is equally applicable to all sizes and types of industry. For large organisations, it is much easier to adapt the framework as they do not face the resources constraint barrier. The practical applicability of the framework would be further tested by conducting case studies in companies and also seeking suggestions for improvement from world-class organisations, academics and practitioners of Six Sigma. Authors are also working on establishing the time frame for the implementation of each phase of the framework.
Power and Politics in Different Change Discourses.
MAES, G. et al (2022) states that in this article, it became clear that neither change nor political power can be summarized in a single theory. It also appeared that studies on organizational politics do not fit very well with the change literature. The political is often restricted to the finding that changes intensify the political activities in organizations. The change literature, for its part, offers a (too) fragmented picture of the role of politics. Insights from different discourses into the political mechanisms that play a role in a change can have predictive value for both change agents and recipients of change. Through revealing these mechanisms from different points of view, it is possible to better predict who will be the winners and the losers in a change process. The winners are often the ones who know how to play the political game. Thus, insights into the role of power and politics during a change can help to ensure that there are more winners and fewer losers. It can make it possible for all parties to enter the political arena better prepared and to play the game of change at a tactically higher level. All stakeholders can gain power and influence through a better understanding of the role of power and politics in change. This should make a more democratic approach to change possible in the sense that more members of the organization have the opportunity and the capacity to influence decision-making processes in the organization.
TQM Principles
STEIBER, A. et al (2013) sates that OCCI identified at Google were recognised as important by other researchers also, who have focused on continuous innovation in rapidly changing industries. In addition, these OCCI might be needed in most firms in the future as mature industries are expected to move towards more dynamic conditions, which in turn will create a more general pressure for continuous innovation. The Google characteristics of a culture and leadership supporting self-organising creative individuals interacting with others inside and outside company borders, supported by a semi-structured and ambidextrous organisation and heuristic rules, only partly match the ‘broader’ TQM concept (low match with the ‘narrow’ TQM concept). If continuous innovation is to become as important as continuous improvement for TQM companies, there is a need for providing and promoting an updated/changed version of the ‘broader’ TQM concept. The update of the concept needs to be in the mental model, specifically of how best to organise and manage people for both incremental and radical innovations. However, there is also a brand issue. Even in the event that the ‘broader’ TQM concept is updated, the brand ‘TQM’ is still associated with quality and continuous improvement. A re-branding strategy might therefore be necessary, which will in itself require effort and time.
Issues and Implications of Readiness to Change.
ALOLABI, Y. A.et al (2021) states that Organizational readiness is a shared psychological state involving the organization members getting involved and expressing their commitment to implementing organizational changes. However, various factors are considered significant concerns towards the change readiness. Adoption of technology is regarded as a critical area towards increasing the effectiveness of organizational activities. Organizational culture involves employees perceptions of the existing organization practices in open system values and human values and how it would closely associate with increased readiness levels, predicting the level of change in an organization. A positive organizational culture and a welcoming workforce attitude towards difference are likely to affect change readiness positively.
The dynamics of changes in PPP projects
WANG, N. et al (2022) states that owing to the complex structure, long-term project life cycle and dynamic environment of PPP projects, changes are inevitable. The change management for PPP projects is more challenging than with traditional projects. Prior studies lack a systematic analysis of the complex and dynamic nature of change in PPP projects. This study aims to reveal the development process of major changes in PPP projects from a whole-life cycle view and proposes practical change management strategies for the key decision makers involved in PPP markets. This research is not exclusive in nature, as it only considers four common types of PPP projects. Future researchers are suggested to test the research methodology with larger number of cases, considering more types of projects. This research provided a meta-case analysis approach that has a potential to be applied in wider scope of project related research. The future researchers are recommended to further test the robustness of the approach in combining case study and other statistical methods. The interaction of different causes of changes in PPP is another interesting research topic for future researchers.
MANAGING CHANGE IN SUPPLY CHAINS: A PROCESS COMPARISON.
GREER, B. M.; et al (2009) states that Advancing our understanding of change processes, those sequences of individual and collective events, actions, and activities unfolding over time that describe how organizations develop or change, is central to improving change management capacity (Pettigrew, Woodman, a Cameron 2001). The complex, multifunctional nature of supply chains will force managers to be more knowledgeable about successful implementation of change. Our study suggests that those engaged in implementing SCM changes use less management control activities during the implementation process of SCM change than when implementing NSCM change during the refreezing phase. Moreover, a lower level of success was shown to be realized when implementing SCM changes than when implementing NSCM changes. Given such, more research will be needed on change processes and implementation to increase the knowledge base that managers will need to achieve their desired goals. This study offers initial evidence in support of the differences between implementing NSCM changes and SCM changes. We hope that it motivates additional inquiry into the understanding of change processes in supply chains.
Management of Change.
MANUELE, F. A. (2012) states that this article has provided a primer that SH&E professionals can use to craft an organization-specific MOC/pre job planning system. Safety professionals should consider whether their employers could benefit from having such a system in place. Having a system that pre studies changes because of their inherent hazards and risks and their potential effect on safety, productivity and environmental controls is good risk management.
Managing Reactions to Change.
TURAGA, R. (2023) states that in the post-Covid world today, leaders can no longer afford to try and avoid change. Successful leaders at all levels in the organization respond to changes in the business environment by seizing opportunities, including throwing out old models and developing new ways of doing business. In today’s environment, leaders need to inculcate change agility as part of their DNA (Owen, 2021). They need to understand the negative reactions to change and plan accordingly to make change easy and desirable.
Change Management in Interorganizational Systems for the Public.
SUTANTO, J. et al. (2008) states that in today rapidly changing business environment failure to capitalize on a new It can be especially costly. the inability to assimilate the new It may cause investment in the system to be fruitless [6]. this stresses the need for and importance of effective change management efforts to accompany the It implementation. this need becomes particularly challenging in the case of IOS for the public where multiple stakeholders with possibly conflicting interests are involved and where the potential consequences of failure can be severe. While there is a practical need to understand how change management can be effected in such complex It implementations, there is a lack of study of and clear guidelines for this phenomenon. thus motivated, we conducted an in-depth study of an It implementation involving multiple organizations and the public. We identified the CSFs and interrelated them to indicate their causal relationships—that is, how one CSF could follow from or reinforce/curb another. the findings clearly have practical implications for managers and implementers of such initiatives by indicating the critical factors on which they should focus. this study also contributes to research by proposing a framework to explain the effectiveness of change management in an IOS for the public.the system studied was a public transport smartcard, which belongs to an important class of IOS intended for the public. these cards include smart social security card systems, smart medical card systems, and other multifunction smartcards. as more systems are being implemented,
Conclusion
Implementing robust management systems in organizations is crucial for overcoming crises, providing a structured framework for response and recovery efforts. These systems facilitate efficient communication, resource allocation, and decision-making, enabling organizations to navigate challenges effectively and emerge stronger. By prioritizing the establishment and continual improvement of management systems, businesses can enhance their resilience and readiness to face future crises head-on. In conclusion, adopting a Six Sigma implementation framework offers SMEs a systematic approach to improve processes, reduce defects, and enhance overall efficiency. By focusing on data-driven decision-making and continuous improvement, SMEs can streamline operations and elevate their competitive edge in the market. Embracing Six Sigma empowers SMEs to achieve higher levels of quality, customer satisfaction, and sustainable growth. In conclusion, understanding power dynamics and political influences within change discourses is essential for effective implementation. Acknowledging diverse perspectives and managing conflicts can mitigate resistance and enhance stakeholder engagement. By navigating power dynamics adeptly, organizations can foster smoother transitions and achieve desired outcomes in their change initiatives. In conclusion, Total Quality Management (TQM) principles prioritize continuous improvement, customer focus, and employee involvement to enhance organizational performance. By implementing TQM, businesses can foster a culture of excellence, drive innovation, and achieve sustainable success in competitive markets. Embracing TQM principles empowers organizations to consistently deliver value to customers while optimizing internal processes for efficiency and effectiveness. In conclusion, understanding the issues surrounding readiness to change is vital for successful organizational transitions. Addressing resistance, assessing organizational capacity, and fostering a supportive culture are critical implications for navigating change effectively. By proactively addressing readiness factors, organizations can mitigate risks and enhance their ability to adapt to new challenges and opportunities.In conclusion, the dynamics of changes in Public-Private Partnership (PPP) projects underscore the importance of flexibility, collaboration, and effective risk management. Adapting to evolving circumstances, maintaining transparent communication, and fostering strong partnerships are crucial for project success. By navigating these dynamics adeptly, stakeholders can maximize project outcomes and mitigate potential challenges in PPP initiatives. In conclusion, managing change in supply chains requires a systematic comparison of processes to identify inefficiencies and opportunities for improvement. Implementing adaptable strategies, fostering collaboration among stakeholders, and leveraging technology are essential for navigating change successfully. By continuously evaluating and refining processes, organizations can enhance agility, responsiveness, and resilience in their supply chain management practices. In summary, effective management of change necessitates clear communication, strong leadership, and proactive stakeholder engagement. By embracing adaptability and fostering a culture of continuous improvement, organizations can navigate transitions successfully and achieve their strategic objectives. Prioritizing change management ensures resilience, innovation, and sustained growth in today’s dynamic business environment. In conclusion, managing reactions to change requires empathy, communication, and proactive support mechanisms. Acknowledging concerns, providing clarity, and fostering a sense of involvement can mitigate resistance and facilitate acceptance. By prioritizing emotional intelligence and addressing individual needs, organizations can navigate change more effectively and promote a culture of resilience In conclusion, effective change management in interorganizational systems for the public sector involves collaboration, transparency, and stakeholder engagement. Embracing technological advancements, addressing regulatory complexities, and fostering a culture of innovation are crucial for successful implementation. Proactive communication, training, and support mechanisms are essential for mitigating resistance and ensuring adoption. By prioritizing change management strategies tailored to the unique challenges of interorganizational systems, public sector entities can enhance service delivery, efficiency, and overall effectiveness in meeting the needs of constituents.
References
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