Description
I would like you to reply to this peer discussion post with one peer-reviewed scholarly articles. The post reply need to be substantial and constructive in nature. It should add to the content of the post and evaluate/analyze that post’s answer. Normal course dialogue does not fulfill the peer reply.
Post:
Change begins with the individual, not the organization
Change is a constant and teamwork that cannot be managed alone. Also, organizational changes are also administrative or operational in most cases where the administration offers the change to the company in its different sectors (Deszca et al., 2020). The change identified by the manager or the change agent initiates the changes within the self-consciousness of the change agent himself first and then enables his whole team around his newly created vision and consciousness. Therefore the management of the self needs to identify, evaluate, and direct the change requires efforts that cannot be done at administrative levels as they do not meet the needs of the actual stakeholders of the change. Not understanding the needs of the employees causes many different organizations to end up with failed organizational change. Whereas the manager or the change agent by catering to the needs of the individual components of the change process raises its main stakeholders to direct the change successfully. This means that the organizational change within the company is usually driven by the individuals, not by the organization (Fahkry, 2018).
Barriers to Change Management
Change always accompanies several challenges for the end users or the stakeholders of the change and the barriers for the change implementers. Most of the time, these challenges become great barriers for the initiators. Therefore understanding these employee challenges can reduce the barriers to implementing a successful change. According to the provided information on managing change within the organization, there are several barriers of ineffective decision making, employee resistance, lack of governance and effective administration, and minimum support by the manager as well as the administration for the lower level employees to manage the change effectively. Considering my personal experience of change in my faculty, the biggest relative barriers to the change implementation and its successful outcomes will be the management uncertainty, and prioritization of employee needs and requirements for the change, both owing to minimum or lack of internal communication. However, the ineffective cultural support of the organization can directly influence these barriers which can be improved through different change models and subsequent principles (Vázquez‐Calatayud et al., 2021).
Effective Models and Principles of Change
The provided context highlights organizational change management and also describes the effective change models and the principles that can facilitate the change under several barriers. The most significant model is the provision of required training for the employees to overcome their professional and developmental needs for managing the change effectively. Dramatic changes within the traditional performance, operations, and processes can be important for the organization while slowing down the complete growth of the employees if their training requirements are unmet. Change agents with their powers and decision-making must encourage the use of this initiative as the change model. Employee engagement can be the ultimate principle under this change model which can achieved through leaders’ support for developmental and operational success. Finally, it can be said and summarized the innovation within the organization as organizational change requires significant employee engagement to create team-based outcomes. This can be only achieved through understanding their educational and development approach by the administration and management (Stachová et al., 2019).
