Change was set in all the employees at

Change process

 

Change is understood as doing things differently in order to
cope up with emerging changes in the organisation environment. Change in any
part of the organisation may affect the whole organisation. Change could be
proactive or reactive. A proactive change has necessarily to be planned to
attempt to prepare for anticipated future challenges. Generally it is initiated
by management. A reactive Change may be an automatic response to a change
taking place in the environment (John Lacovini, “The human side of Organisation
Change”, January 1993, Page 35.)

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The
main success of implementation the change is achieved by identifying and
understanding the factors which block the implementation process. Kotter (1996,
p. 3) described blocks as the entirety of the hindrances and issues experienced
by business firms in the course of implementing change.

The Kotter model provides eight reasons why the
organization change process has failed. This means that if these eight reasons
for failure is eliminated or their effect minimized, a successful change
process is possible. These eight steps can be divided into three categories:
create a climate for change (steps 1 to 3), involve train (steps 4 through 6)
and apply and maintain (steps 7 through 8). Hence the Kotter’s model can be
used to evaluate the JIPLC transformation process.

In the first step, JIPLC management
realized that a change in their operating system was necessary so that they
could grow in business by increasing productivity of the workforce. Therefore,
JIPLC did not take long to address the problem and understood the need for
technological innovation and new marketing strategies required in the company’s
operations. These were the internal factors that the company solved after reviewing
the questionnaire that was distributed among all the employees at the end of
2015. However, it can be said that the sense of urgency was set in all the
employees at an annual conference at the beginning of 2016.

The second step is to create a
strong governing coalition. JIPLC management has created a team of internal
experts and operations to help guide the change management process immediately.

To succeed in the third step, the
team of experts appointed by the administration introduced a new vision in favor
of the success and growth of the organization. They also proposed some
strategies to achieve the vision within a short period of time, which in the
year 2018.

Communicating
the vision to the employees in a way to accept is the fourth step. The management created a vision for change and
it is very important for the organization to take the vision for its employees.
The company planned to increase the output of the workforce. Therefore, it can
create conflicts or misunderstandings between management and employees of the
organization while communicating the vision. Senior management was able to
adequately instruct employees how to respond to this change with the help of
the Training and Development Department during the first quarter.

In the fifth stage, the JIPLC
administration failed completely because it did not empower employees to implement the vision.
Employees were not encouraged to take risks without the authorization of
managers and were not permitted to make their own decisions. Even the management
never listened the new ideas of employees during the monthly meetings of the
branch.

The sixth step is to create a short-term
wins. Here management needs to motivate the employees by creating short-term
goals for them with a low level of failure. But that was not the case. There
were no short-term win strategy designed by the administration, and they were
more focused on achieving annual profit targets. Therefore, employees were completely
negligent in the process of change and did nothing to motivate them such as
salary increase, bonuses, recognition awards, etc.

The next step is to consolidate
the improvements and encourage further changes. Therefore, the implementation
of a new vision requires senior management to change the JIPLC systems and
policies that do not support this new change. But it was not done. The
employees who were most responsible for implementing the change were not
promoted or the company did not hire additional staff to implement the vision.
JIPLC tried to make the change with existing staff

The eighth step and the last step is to
institutionalize new approaches. By the end of the first quarter of 2016, JIPLC
understood the need for new strategies to implement the change and introduced
incentives to employees who successfully executed the change. The company also
made sure they communicated what they wanted from employees through
conferences, emails and meetings.

 

To
overcome the resistance education and communication plays a major role. To
minimuse the resistance, communication and education of the employees is
nessasary before implementing the change and also it prevents the
miscommunication and the incorrect information which might surround the work
area.

Furthermore
employees should be involved in the planned changes in the company’s
management, because once they intervene, employees will not object, but will
participate in the changes that occur.

Some
employees will object to changes because they cannot adapt to the new programs introduced
by the management. Management should support employees who are having a hard
time with changes, establishing a support system will be helpful to assist
employees to adapt quickly.

JIPLC
should talk and negotiate with employees and have to come to an agreement, and
during the negotiation meetings, managers must highlight the incentives they
will receive once they agree with the changes in management strategies.

If
the above approaches do not work, inviting the union leader to join in and be
represented in the process of change will help to control the resistance to
change management.

If
all approaches do not work, the last step will be to force them to accept the
changes that have been implemented and threaten them. And still if they are not
willing to accept the change the last option would be that the workers will
lose their jobs.

 

 

 

Conclusion

Change
management is mainly defined as the formulation and implementation of change in
a systematic process. The main goal of change management is the introduction of
advanced means and systems to the organization.

This
can be compared to the application of the information technologies or adoption
of new marketing strategies. Companies generally need to undergo changes that
evolve into a higher level, for example, stability, management or innovation.

An organization is not a simple entity and has brought about
change is a complex trial. Scheduling a process of change in an organization is
a delicate balance that requires talented leadership. An effective leader
allows the transformation process more comfortable for them and for the
organization. But singing in to a leadership role in the process of change is
not easy.

Appointment of a new head officer, for example, significantly
improved subordinates according to their principles and managerial personality.

Other than managers, as employees they have dealt with the
change themselves. Therefore, it is very essential that the managers themselves
recognize the benefits of the change process and know how the change will be
made. And give employees more authority to make decisions. And employees do not
have to be swept away by just changing for the sake of changing.

After
these discussions it can be concluded that change management is a practice in
which all companies’ experience. This is a major procedure to the company
because it enables the organization to make decisions that will be favorable
and beneficial to the organization.

In
addition, companies that are welcome change are usually more successful
compared to companies that object the change. In the global scenario, new expertise
and processes are developing rapidly, and to sustain with this progress, the
company must be prepared to adjust to management changes.

Therefore,
to be in the top, companies must utilize change management. JIPLC is one of the
best examples of companies that have used change management to effectively and
have experienced positive results. The evidence is that in the insurance
industry, JIPLC gives exceptional competition as a service providing company.

 

Lessons
learned

Change
is inevitable in today’s fast-paced world. The business world, for example, has
become very competitive and more volatile than ever Newer
technological innovations, deregulation of markets, increasing international
competition and the ever-changing demographics of the workforce make it
obligatory to have a change leader to help the organisations move ahead along
the right path (Kotter, 2001).

Nothing
in this world is in a permanent state. Everything changes. In the same way,
organizations are constantly changing. If we look back a few decades ago,
things have changed a lot. The change does not disappear or dissipates. This is
an inevitable process. The important thing is how we manage the change to
acquire the best out of it.

 

 

 

 

 

 

As we said change is inevitable and no one can escape the
change. The fear of adapting to the new changes and the risks it brings is the
reason that slows the change. However, change is one of the most important
parts of growth. There will never be development and growth without changes. This
is why various authors have published various theories and models to analyze
the mechanism of change to better understand change.

Change is the main driving energy of the company being
innovative and experimenting with new styles and management tools. Changes can
bring capital to the company with better profit margins and pleased employees
as long as the changes are properly handled with appropriate management
strategies.

Nevertheless, if organizations fail to find the proper and
effective management strategies, then they can adversely affect the company, in
the worst case, collapse or declare bankruptcy. Therefore, it is necessary to
plan, organize, direct, control and function the change effectively. It requires
good leader with leadership qualities.

The process of change is very lengthy; it takes
years for change process to become part of the culture. The management of the
organization needs to be very patient and need to prioritize their objectives. And
also later it gives successful results that are desired. Finally it is
important for the organization to pace up with business needs and to also
overcome the competitors.

The process of the change is very long; it takes years for change procedure to become part of a culture.
The organization’s management must be very patient and must give priority to
its goals. And later it gives successful results as desired. Finally, it is
important for the organization to adapt to business needs and furthermore to
overcome competitors.

Finally, the author of this study seeks to emphasize that
“change and change of leadership module” has been an excellent
opportunity to analyze change and look at the academic research and more
critically. And the author was interested in theories and processes of change
in organizations, change management, employee management, leadership skills,
since they helped the author to recognize new approaches and learn to apply
theories to practice and lead transformation and change.