Concord Paper Essay Sample

Change is inevitable. Harmonizing to Borkowski ( 2005 ) . “change is a really complex phenomenon affecting the multiplicity of man’s motives in both micro and macro systems and that adult male gets satisfied with his equilibrium and is immune to altering his position quo. ” Most organisational attempts will be met by opposition. The Concord Bookshop is originating a alteration due to the store’s fiscal state of affairs. The President of the bookstore announced that a new general director will be hired. This will non take to any salary cuts or employee lay off. Employees were non happy with this alteration and met with board members to show their concerns but the board members had already made up their heads and told employees to make up one’s mind on how they want to continue. This attack backfired. which led some of the employees to discontinue or give their notice ( Spector. 2010 ) . This paper discusses the stages in the organisational alteration procedure and besides discusses the stages that was non completed or implemented at the Concord bookstore that led to the alteration failure. Phases in the Organizational Change Process

In 1947. Kurt Lewin developed a three phase procedure of implementing alteration which is necessary for effectual alteration within an organisation. The three phases are: Unfreezing: Acknowledging the demand for alteration is really critical. This is the first stage that involves fixing the organisation to accept that alteration is necessary. The bing position quo has to be broken down before a new manner of operating is built. Organizations need to give grounds why things can non go on the present manner. This gives employees an apprehension of the demand for alteration. This phase besides involves look intoing the resisting forces. Harmonizing to Borkowski ( 2005 ) . dissolving takes topographic point when directors efficaciously communicate the demand for alteration and the organisational and personal benefits that would come out of it. This phase can besides be described as the strategic reclamation phase.

Change: This is the stage where execution takes topographic point. In this stage people begin to move in ways that supports the new way. The passage from unfreeze to alter takes clip. Employees should be given equal clip to understand the alterations. It is of import that members of the affected work force participate in the design of the new attacks and to the full understand the benefits of the alteration to do credence easier ( Borkowski. 2005 ) . Communication throughout the passage period allows the employees to experience connected to the organisation. which leads to alter success. Refreezing: In this stage. the coveted alterations have been implemented. and uninterrupted monitoring and readjustments are necessary. Refreezing involves developing ways to back up the alteration such as making a wages system to reenforce the alteration procedure. set uping feedback systems. maximising the coveted behaviours of staff or employees. supplying preparation and guaranting leading support. This stage is besides known as strategic reactivity. Phases non Completed or Implemented at Concord Bookshop

The first stage of dissolving was non completed at the Concord Bookshop. The leaders of the organisation recognized the demand for alteration but did non fix the employees for the alteration or affect them. This led to resistance by the employees. The employees were non given ground for the alteration until they requested a meeting with the board. Even after the meeting. the board made it clear they had made up their heads and was non ready to do any accommodations to their determination. This made the staff feel expendable. The alteration execution stage was besides non completed. The directors felt the fiscal wellness of the bookstore was at a good topographic point and did non hold with the leaders. The leading of the Concord Bookshop was non able to convert the employees and directors of the demand for a alteration. Conflict ensued as a consequence of the alteration that led eight of the bookstore employees and three top directors to discontinue ( Spector. 2010 ) . The refreeze stage was non implemented at all. Since the alteration was non implemented. there was no manner for the alteration to go a everyday and accepted into the daily patterns of the bookstore. Decision

Change affects those involved either in a negative or positive manner. Change can bring forth chances. growing. passage. and sometimes opposition. Resistance needs to be handled professionally and needs to be resolved before go oning the procedure. Leaderships can increase the support for alteration through effectual communicating and by leting employees to take part in the preparation of alteration programs.

Mentions

Borkowski. N. ( 2005 ) . Organizational behaviour in wellness attention. Sudbury. Ma: Jones and Bartlett. Spector. B. ( 2010 ) . Implementing organisational alteration: Theory into pattern ( 2nd ed. ) . Upper Saddle River. New jersey: Pearson/Prentice hall.