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Initiating and Leading Change Essay

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Updated: May 13th, 2019

Resistance to Change within Organizations

Technological advancements and increased globalization have stirred potential changes within organizations. Notably, highly competitive organizational environments have also led to the implementation of strategic leadership approaches. Evidently, various stakeholders respond variably to these changes.

It is also obvious that resistance remains notable among employees. Personally, I have encountered diverse reasons why people resist change. For instance, loss of a person’s status as well as employment security within an organization is a basic reason for resistance to change. According to Yukl, (2008), it is never people’s nature to effect changes that they regard to be harmful to their status quo. Thus, in a typical organization, workers, peers or managers are more likely to resist administrative as well as technological changes.

Resistance to change is more likely to be encountered if the proposed changes might lead to the elimination of individual’s responsibilities or mandates. Like in my past experience, the management has always forced these changes within organizations. However, If changes are initiated forcefully, the situation affects people’s morale and lowers their motivation and work output.

Thus, in implementing changes, an organization’s leadership must embrace inclusive engagement and participation of all affected persons in decision making (Lussier & Achua, 2010). This helps to minimize cases of resistance and enables individuals to feel as part of the change. Additionally, the initiatives make individuals to appreciate the importance of change in attaining collective organizational goals.

The Gary Hamel’s 70/20/10 Model

McDonald’s Corporation is a world’s leading fast food processing company. A critical analysis of the corporation’s management practices reveals the absence of application of the 70/20/10 rule. This model presents the best approach to enhancing the worker’s innovative techniques.

The management of the corporation should thus follow the principles outlined within this model. If implemented by the management, employees are more likely to gain up to 70% knowledge during the work processes (Butteriss, 2009). This of course occurs through regular practice.

Additionally, the room for roles expansion would enhance the workers’ ability to familiarize with diverse opportunities for innovation. Open-mindedness is also enhanced within this approach.

Motivation and positive competition for learning and developing other novel approaches become evident amongst the workers (Poole, 2000).

There is also a critical observation that 20% of development in this approach often originate from watching as well as observation. Consequently, the idea of role modeling emanates in this concept.

Thus, employees remain motivated to excel. The 10% time usually relates to the outdoor learning processes. This enhances the worker’s skills foundation as well as the ability to excel within their areas of specialization.

Properties of Innovative Organizations and Factors for Successful Change

An effective leadership approach is a cornerstone towards novelty. Most innovative organizations value their human resource. Notably, open-mindedness helps to impart innovation. Motivation as well as recompense also forms basic success features of most innovative organizations (Galavan, Murray & Markides, 2008).

Furthermore, performance appraisal and positive competition are also distinct features of innovative organizations. Ideally, organizations must embrace transformative approaches, employee engagement as well as motivation initiatives. Notably, technology and its relevant applications also form a critical base for effective performance if properly or appropriately adopted within operation systems.

Strategies to Implement Change

There are numerous ways through which organizations can implement change within their operations. Ideally, the changes to be implemented must conform to the dynamic trends within the sector of operation. Full engagement and participation of persons within an organization is a critical approach to enhancing successful change implementation (Poole, 2000).

This enhances collectivity and mutual responsibility amongst all key players. Organizations ought to encourage an open culture within their systems. This is vital in the implementation of change since individuals are capable of learning from other sources, including rival organizations and individuals.

References

Butteriss, M. (2009). Coaching Corporate Mvps: Challenging and Developing High potential Employees, Epub Edition. New Jersey, NJ: John Wiley & Sons Inc.

Galavan, R., Murray, J. & Markides, C. (2008). Strategy, innovation, and change: Challenges for management. Oxford: Oxford University Press.

Lussier, R. & Achua, C. (2010). Leadership: Theory, application, skills development. Sydney: Southwestern/ Cengage Learning.

Poole, M. (2000). Organizational change and innovation processes: Theory and methods for research. New York, NY: Oxford University Press.

Yukl, G. (2008). Leadership in organizations. Upper Saddle River, NJ: Prentice hall.

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