Organissation change mean different things to different people. For instance, it can be introducing new resourse planning to cordinate and standardize the internal process, it may include selling off none core business and retaining employess to offer new services. Like any organiastion, health organisa tion will need to go the go through an organisation change process to either adapt to new technology or be more competitive in providing services to the clients (Peter, 2008). For success, the process of organisation change need establish an appropriate approach and then follow the process in bringing about the required change in the orgnisation. This includes first establishing the role of strategic renewal in proppelling the required change and then focusing on the behavoural change.health organisation will need to not only analyse the dynamics that will be used to mortivate the employees to support the change process but alos understbnad the source of employees resistance and come up with ways to help them see the change differently.. It is therefore the duty of the management and all concerned to ensure that wide consultation are done will all the affected stakeholder and especially the employees to ensure the organisa tion new stategy is also well received by the customers , who are the ultimate beneficiaries (George & Chapman 2008).
Phases of the organizational change process not implemented at the Concord Bookshop
The change process ethat was taking place in Concord Book, the owners of the businessfailed in their application of organisational strategic renewal. The families that own the bookshop just made a surprise announcement that a new managemnt will be hired to make the Bookstore more competitive and deal with competion from new fronts like Amazon.com. For effective organisatyion change, it is necessary to have strategic renewal in the entire orgainsation. This should incoporate not only wide scale invention but also redesigning of business oranisation structures and businesses (Peter, 2008). For instance, IBM sucessfuly changed from the product business to consultancy without affecting the relationship with customers and staff.
Another phase that was not delt with properly in the Corncord organisations change management is the fact that the owners of the stored did not focus at all on the behaviarial aspect of the organisation change. The Corn cord boostore was seen as a community asset and therefore din ont only operate as a business alone. The people in the community valued the place for what it offered and the institutinationl memory provided by the employees. This aspect of the business required consultation even with the community members who are the customers in the process of effective the necessary changes. This change will have ultimately affected and completely altered the realtionship with customers. As such, the employees were not either consulted or given the opportunity to give their opinions on how the organisation change should be implemented. Since the owners of the store did not valaue the contrubutions of the employees who have worked in the store for many years ad bulid relationships with the community, the community ended up siding with employees. The organisation change management in Corcord achieved the negative effect of mass resignation snce the owners did not alaysise all the aspects that may hacve mortivated the employees to alter their behaviours to enabel the store become more profitable (Kotter &James, 2006).
The change process
The process of strategic renewal in organisation change is very critical. This is becouse as the orgainsation operate in the sifting competitive envrimonent and strategise to take advantages of new opportunities, the internal strategic renewal like establishment of new business models, retraining of employees will enable it to offer new products and operate in the new markets. Organisations change is only piossible with proper structures in place that coomes with strategic renewal (George & Chapman 2008).
It is importan to note that all the stakeholders in the Corncord bookstore case were supportive of the idea of making the store more viable and profitable. What the employees and the customers did not agree with is the process of implementing the organisation change. Use of strategic would have enabled the Boookstore to align the internal process, structures and systems to respond to the market dynamics without causing resentments and conflicts (Kotter &James, 2006).
Organisation change Process as applied in health care organizations
This process of organisation change is a long term engagement and continous gradual processof adapting large scale reorientation inall the aspects that are cental in the organisational management. Through this process, the goal of changing the behavior and skills of the employees is important to support the orgainsa tions change. All the succesful organisations change like in enrron was centered on the imporatnace of creating longterm and sustainable alterations in the behaviors of the employees (Barbara, & Philippe, 2001). This is mainly driven by the employee mortivation. Mortivation is the degree at which employees are commited to achieving great perfrmace for themselves and the orgnisation. The process organisation change needs employees who are willing to work together in solving new problems and in the process imporvess on quality of the services to the customers. This proces wil finally lead to adaptation of the new systems.
Barbara, B., & Philippe, H., (2001), Becoming a high performance organisation, New Jersy, pretice hall.
George, P., & Chapman M., (2008) IBM’s Global CEO Report, business model innovation mattters, strategy and leadership, McKinsey Qusterly.
Kotter, P., &James, L., (2006). Corporate culture and performance, New York, Free press.
Peter, B (2008), the mac in the Gray Flannel Suit, Business Week.