Approach To Implementing Change

Published Date: 02 Nov 2017

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Do you believe that there should be a difference in approach to implementing change based on the type of change?

There is a need of differences in the approach to implementing change based on the type of change. The nature of the change and its size affects the implementation process. For instance structural changes in an organization require a top down unilateral technique to effectively initiate them. This is because employees are least likely to participate in the change process, as they feel threatened with the new mechanisms in place.

Boje (2012) explains that getting support for structural change is difficult to gain, thus the unilateral top down technique. For example, when a company wants to redesign the job categories, employees will feel threatened of losing their jobs, and getting feedback from them is difficult (p.51). On this note, a structural change process requires a more authoritative, and directive method of change implementation. This is because employees are likely to resist the changes in question.

Frankline et al (2009) observe that cultural change requires a participatory method in its implementation (p. 61) . The management needs to instill a sense of shared values, between them and the employees. To achieve this, the management has to build a sense of consensus amongst its employees. For instance, if a company wants to initiate a culture of innovation, the managerial team has to involve all employees concerned (Shehabuddeen, 2007).

It has to integrate them, talk to them, and explain the objectives of the company. It must involve them in all process pertaining to the development of innovative ideas. Basing on this analysis, it is essential for an organization to take different approaches in implementing changes, based on the nature of change itself.

What would be the differences, if any, between your approaches to structural versus cultural change?

One of the main differences between methods of implementing structural and cultural change is that cultural is consensus oriented, while structural is power driven. Structural changes occur in the midst of economic turmoil facing the company, and to rectify the situation, the organization is forced to make changes in its structural organization (Boje, 2012).

An example includes downsizing of the organizations employees for purposes of saving costs, restructuring the various departments of the organization to improve efficiency, and to restructure the command level of the organization (Patel and Pate, 2008). These changes in an organization are always not popular with employees, and therefore the management needs to take a firm position regarding these issues.

The management can face legal challenges from employees threatened by these changes, or even industrial action. These are the reasons as to why these type of change needs an authoritative approach. On the other hand, cultural change needs a participatory approach.

This is because the management appeals to the mindset of the employees in relation to the objectives and goals of the institution. To change the mindset of individuals, their participation in the process of implementing this type of change is essential.

This is because cultural change involves the way employees react to the goals of the organization, how they interact with one another, and the values they have in regard to the business organization, and customer satisfaction (Boje, 2012).

Another difference emerges on the time these types of changes toke for their implementation. Structural changes are always radical, and take less time to implement. For instance downsizing of employees can take a month, or even weeks. Restructuring the departments of the organization can also take several days, depending on the capacity of the organization. This is as opposed to the process of implementing cultural change.

Changing the culture of an organization takes a longer time period, and is a continuous process (Frankline et al, 2009). This is because of the condition of the minds of the employees, and changing their ways of thinking is not an easy process. It requires a lot of efforts, patience and investments in the change as per se. For instance, creating a culture of innovativeness amongst employees would require changing the mindset of the employees in relation to stringency and efficiency in their operation. This would amount to demonstrating to the employees of the importance of innovation, and initiating processes in the business organization that will help in the process.

What incentives, if any, would you provide to promote the change?

Financial incentives are important in implementing both structural and cultural change within a business organization (Shehabuddeen, 2007). For instance, if an organization is intent on downsizing its employees, it should offer to pay a large amount of money to employees who are willing to leave (Frankline et al, 2009). This method is effective, since some employees would take the offer, and resign from the company. To avoid lawsuits and legal challenges, the companies initiating structural change must financially compensate employees affected by these changes.

The percentage of the amount in question will vary from one company, to another depending on the nature of employees, and reasons of the changes. In cultural change, financial incentives are a prerequisite for the successful implementation of this change (Boje, 2012). For instance, if an organization wants to move from stringency, to flexibility, the company must create a financial reward policy whereby an employee who emerges with an innovative idea, shares the proceeds that results from the idea.

In cultural change, it is essential for the organization to initiate merit based progression policy (Boje, 2012). This is to offer recognition to the employees, who adapt to the change, through promotion, salary increases, and public recognition. By doing this, the organization will motivate employees to adapt the cultural changes in question, and makes the organization to achieve its objectives and goals.

Accountability is an incentive that mostly affects the top management of a company initiating structural changes. Structural change occurs in the midst of economic crises, and therefore shareholders place responsibility of the top management to change the situation (Frankline et al, 2009). This aspect of accountability makes them initiate the changes in question. Accountability leads to customer satisfaction, and investor’s recognition.

Training is a non-financial incentive that managers initiating cultural and structural change can implement (Boje, 2012). For instance, if a company wants to down size, it can identify the employs, and train them on how to cope after losing their jobs. In cultural change, the organization can train its employees on how to adapt to the new cultural changes of the organization.