The organizational change implementation process is not an easy one. It is important to note that whether change is internally motivated or necessitated by external issues such as closures as well as base realignments, individuals have a tendency to resist change even in circumstances where it s clearly inevitable.
In this text, I describe how the effectiveness of my organizational change shall be determined once it is implemented as well as the possible outcome measurement strategies related to the process of organizational change. I also come up with a way to measure satisfaction as well as quality outcomes for purposes of evaluation my proposed organizational change.
Determining the effectiveness of the organizational change one it is implemented
Without determining the effectiveness of organizational change, it is impossible for the organization to know whether the implementation process has been successful. According to Senior et al. (2010), what can be measured can definitely be improve. It hence goes without saying that determining the effectiveness of the organizational change once it is implemented helps us know whether the change process was worth it as well as identify deviations from what was planned for corrective action to be taken promptly.
One way to determine the effectiveness of the organizational change once it has been implemented is through forecasting the level of employee involvement. According to Burnes (2004), though employee involvement from the start is recommended as far as organizational change is concerned; the involvement of the employees does not stop on the successful implantation o the change process. To be able to determine how efficient the change process is, there is the need to monitor the enthusiasm in which employees carry on with new tasks as well as processes. Essentially, employees hold the key to the efficiency of the organizational change process and they can sufficiently stifle the same should they develop cold feet with regard to the same. Therefore, should the employees embrace the whole change process, the efficiency of the same can in one way or the other be enhanced. Closely related to this is the enthusiasm of the management with regard to the post implementation process.
According to Senior et al. (2010) the ability of the leadership to avert a crisis or inconsistencies after the implementation of the organizational change can also be a pointer towards the effectiveness of the organizational change once it has been implemented. Cameron & Green (2004) goes ahead to point out that when Troy University decided to come up with a name change, there was also a series of other far reaching changes that were taken including u not in any way limited to elimination of academic transfer barriers, worldwide brand promotion, enhance procedures and policies (shared) etc. Senior et al. (2010) goes ahead to note that without an effective leadership team, the university couldn’t have made it thoroughly the post implementation phase. The leadership of the university maintained a strong management role and hence in that regard, it is clear that the effectiveness of the organizational change one it has been implemented can largely be determined by he effectiveness of those at the helm, i.e. the management and top leadership of the company in question.
Next, the smooth continuity of operation after the implementation phase is another strong measure of the effectiveness of the organizational change one it has been implemented. It is possible for the organizations to develop some teething problems once the change process has been accomplished but the presence of so many issues can be taken to be a tip of the iceberg as far as the underlying problems is concerned. Hence an organization that continues to function at optimum after the implementation process can largely be viewed as a measure of the effectiveness of the organizational change once it has been implemented. One of the prerequisites for the effective implementation of change is the identification of the barriers that may o a long way to frustrate the change process.
It is hence important to note that problems at the later stages of the change process or after the successful implementation of change might be identified as a defective implementation of change. Hence to avoid problems later on after change has been effectively been implemented, potential barriers during and after the implementation of change must be identified. This includes but is not I any way limiter to external competition, sabotage, hostility (external as well as internal) etc. Closely related to this is the ability of all the employees of the organization from the top management to the lower cadres of employees to maintain clarity of the organizational vision after the change process.
According to Dawson (2003), many organizations tend to struggle after the change process as many individuals within the organization loose the overall vision of the enterprise. It is hence necessary to note that change does not in any way affect the overall organizational vision. However the ability of individuals within the organization to remain aware of the overall vision of the organization ids largely dependent on how the change process was handled from the word go. Change expert Bridges, William is of the opinion that a number of steps must be undertaken as far as the change process and the importance of the vision is concerned. This includes the need to explain the purpose of change, the importance of expounding on the bigger picture, as well as the part each and every member of the organization shall play in the change process.
Organizational change outcome measurement strategies
Alignment to benchmarks is one way to measure organizational change outcome. This is essentially the way an organizations change process aligns itself to the benchmarks the informed the change process in the first place. Failure of an organization to align its processes as envisioned in the strategy goals and aspirations could mean that the organizational change process was not as effective as it should have been. It therefore follows that if the organizational change outcome is in line with its benchmark standards, then the organizational change can be said to be largely successful.
On the other hand, the ability of an organization to achieve its desired goals after the change process can be used as an organizational change outcome measurement strategy. Before any organization undertakes a change process, there is usually a triggering goal that needs to be achieved or an issue that informs the desire to change. Hence the inability of an organization to achieve the same goals that informed its change process can be viewed as a failure as far as the change process is concerned. On the other hand, organizational change outcome can also be subjected to measurement by articulation the extent to which he organization has achieved the set goes it had set prior to the beginning of the change process.
Proposed organizational change evaluation: quality, cost and satisfaction
When it comes to the measurement of quality, it would be important to concern ourselves with the quality of both the organizational processes both in terms of efficiency as well as the quality of the various goods and services that are offered by the organization for sale. The evaluation of the proposed organizational change and its impact upon the marketplace can be determined by how well the clients of the organization respond to the various goods and services.
When it comes to cost measurement, the change process should bring down the cost of production so as to enhance the bottom line. This is more so important so that the organization can meet its objectives both in terms of expansion and enhancement of shareholder wealth. Last but not least, satisfaction outcomes, there is no better way to evaluate the proposed organizational change than to measure the motivation level of employees and satisfaction levels of clients
It is important in conclusion to note that change and transition are not in any way similar. Whereas transition is largely a process of getting from one point to another, change can be taken to be the event. Hence, the two should not be presumed to be one and the same.
Senior, B., & Swailes, S. (2010). Organizational Change. Pearson Education Canada
Burnes, B. (2004). Managing change: a strategic approach to organizational dynamics. Financial Times Prentice Hall
Dawson, P. (2003). Understanding organizational change: the contemporary experience of people at work. SAGE
Cameron, E. & Green, M. (2004). Making sense of change management: a complete guide to the models, tools & techniques of organizational change. Kogan Page Publishers
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