Organizational Change Analysis

Organizational Change Analysis

In many social service agencies, change is pervasive. Elrod and Tippett state “change is a constant and common element that impacts humankind individually and organizationally, day in and day out” (p. 273). The organizations structure, administration, technology, and goals are exchanged for more effective strategies (Schmid, 2004). According to Berger, Robbins, Lewis, Mizrahi, and Fleit (2003), mergers, new product lines, and cuts in the welfare budget all contribute to the rapid changes within an organization. The individual’s who are affected by the modification, may resist or support the change. McWilliam and Ward-Griffin pronounced “any change that necessitates a shift of individual’s mindset to invent, implement, and sustain requires an enterprise-wide integrated change strategy that attends to all of the people involved and the daily process dynamics between and amongst them” (p. 131). The change strategies that can be implemented include training, increased communication, the use of provisions, overview of the policy, and daily encouragement (McWilliam and Ward-Griffin, 2006).

Jimmieson, Peach, and White (2008) argue that involving your employees in the decision making process and effective communication will have a positive effect on the change performance and support. Jimmieson et al. (2008) added that accurate information regarding change creates stronger social pressure to act in a supportive way. Working in an atmosphere where the agency takes into consideration the employees views generates a sense of trust. Szamosi and Duxbury (2002) defined support as “information leading the subject to believe that he/she is cared for …esteemed and valued… and belongs to a network of communication and mutual obligation” (p. 186).

It is important for a company to grasp how to efficiently manage and cope with change within the organization. McWilliam and Ward-Griffin (2006) state the importance of the use of provisions and information regarding the policy. Materials such as packets and brochures that explain the procedures, role descriptions, and policies assist the staff in what to do and when (McWilliam and Ward-Griffin, 2006). Jimmieson et al. (2008) concludes that when the staff within the company receives sufficient information regarding the change will convey better mental health, enthusiasm, and job satisfaction. The employees may feel more confident to convert from their learned traditions to the modern change approach with ample information regarding the transformation.

Communication and documentation can contribute to an effective organizational change, but it is important for the leaders of the company to exercise daily encouragement. According to Elrod and Tippett (2002), a leader makes evident that the change is achievable, while serving as a pathfinder and guide while aiding the others through the transition. Elrod and Tippett (2002) state “a leader must encourage the