ORGB 4871 STUDENT ID FIRST NAME LAST NAME ASSIGNMENT TWO
Introduction
Organizational readiness for change is a crucial prerequisite to the successful implementation
of new interventions. As such, the current paper aims to explore the importance of preparing
organization for change. The leadership roles, skills, and strategies that assist the organization
to prepare for change will be described. The paper will also explain various areas one could
examine to prepare the organization for change, assessment methods to employ, and how to
use content analysis and force-field analysis methods to analyze the data obtained. Finally,
the paper will describe two strategies that could facilitate organization readiness for change.
Q1. Discuss the importance of preparing the organization for change. Use references
and actual anecdotes where possible. (15 marks)
It should be noted that organizational readiness does not guarantee that the implementation of
complex interventions will succeed in enhancing efficiency, quality, or any other hoped-for
results. However, such argument does not disagree with the fact that preparing organization
for change is necessary. Preparing organization for change is important for a number of
reasons.
i. Broader commitment and support. No organization can institute change if its
members refuse the change or do not help in the change efforts (Jick, 1990; Jick &
Peiperl, 2003). Thus, to be successful, change requires broader commitment and
support from every organization’s member. Change commitment and support is a
function of how members value it and believe it is urgently needed, which further
depends on how they have been prepared toward the proposed change.
ii. Change efficacy. Only effective interventions that are derived from careful
diagnosis can guarantee change efficacy (Cummings & Worley, 2005). Effective
interventions and change efficacy are a function of organizational members’
, cognitive appraisal of the change. Cognitive appraisal of change is a consequence
of sufficient preparation towards the particular change.
iii. Reduced resistance. Deep changes are associated with considerable losses (Jick,
1990; Jick & Peiperl, 2003). These situations may propel members to resist the
change. With adequate preparation, however, change recipients may demonstrate
greater persistence in the face of the problems.
Q2. Describe managerial/leadership roles, skills, and strategies facilitating positive
change outcomes in relation to the assisting the organization to prepare for change. (10
marks)
Although successful change requires participation of every member, much is expected from
the leadership. Leadership is necessary in the change process even if the approach taken is
highly participative (Kubr, 1996). On larger part, the role of managers in preparing
organization for change is providing motivation. For example, if leadership shows no interest
and the handling of the change process is assigned to lower positions, members may perceive
that management has other priorities and has no concern about the changes that are being
prepared. They may see the changes as being unnecessary, unbeneficial, and a wastage of
resources, thereby reducing their motivation and commitment towards the change. Motives
for should be based on ‘want to’ rather than ‘ought to’. When organizational members’
motives for change are based on ‘want to’, they exhibit not only more supportive behavior
but also championing behavior.
Some of the key managerial skills and strategies that could facilitate positive outcomes in
relation to assisting organization prepare for change include:
i. Ability to communicate and relate effectively with individuals and groups.
Organizational members can only develop effective judgements about proposed
Introduction
Organizational readiness for change is a crucial prerequisite to the successful implementation
of new interventions. As such, the current paper aims to explore the importance of preparing
organization for change. The leadership roles, skills, and strategies that assist the organization
to prepare for change will be described. The paper will also explain various areas one could
examine to prepare the organization for change, assessment methods to employ, and how to
use content analysis and force-field analysis methods to analyze the data obtained. Finally,
the paper will describe two strategies that could facilitate organization readiness for change.
Q1. Discuss the importance of preparing the organization for change. Use references
and actual anecdotes where possible. (15 marks)
It should be noted that organizational readiness does not guarantee that the implementation of
complex interventions will succeed in enhancing efficiency, quality, or any other hoped-for
results. However, such argument does not disagree with the fact that preparing organization
for change is necessary. Preparing organization for change is important for a number of
reasons.
i. Broader commitment and support. No organization can institute change if its
members refuse the change or do not help in the change efforts (Jick, 1990; Jick &
Peiperl, 2003). Thus, to be successful, change requires broader commitment and
support from every organization’s member. Change commitment and support is a
function of how members value it and believe it is urgently needed, which further
depends on how they have been prepared toward the proposed change.
ii. Change efficacy. Only effective interventions that are derived from careful
diagnosis can guarantee change efficacy (Cummings & Worley, 2005). Effective
interventions and change efficacy are a function of organizational members’
, cognitive appraisal of the change. Cognitive appraisal of change is a consequence
of sufficient preparation towards the particular change.
iii. Reduced resistance. Deep changes are associated with considerable losses (Jick,
1990; Jick & Peiperl, 2003). These situations may propel members to resist the
change. With adequate preparation, however, change recipients may demonstrate
greater persistence in the face of the problems.
Q2. Describe managerial/leadership roles, skills, and strategies facilitating positive
change outcomes in relation to the assisting the organization to prepare for change. (10
marks)
Although successful change requires participation of every member, much is expected from
the leadership. Leadership is necessary in the change process even if the approach taken is
highly participative (Kubr, 1996). On larger part, the role of managers in preparing
organization for change is providing motivation. For example, if leadership shows no interest
and the handling of the change process is assigned to lower positions, members may perceive
that management has other priorities and has no concern about the changes that are being
prepared. They may see the changes as being unnecessary, unbeneficial, and a wastage of
resources, thereby reducing their motivation and commitment towards the change. Motives
for should be based on ‘want to’ rather than ‘ought to’. When organizational members’
motives for change are based on ‘want to’, they exhibit not only more supportive behavior
but also championing behavior.
Some of the key managerial skills and strategies that could facilitate positive outcomes in
relation to assisting organization prepare for change include:
i. Ability to communicate and relate effectively with individuals and groups.
Organizational members can only develop effective judgements about proposed
