Chain Management

The world that we live in is one that is characterized by a lot of instability due to a variety of factors. These factors have influenced completely how people relate amongst themselves as workers and other people of different cultures. Technology, on the other hand, has continued to shape the way people communicate, work, live and even travel. It is on this note that we explore the contribution of certain theories of organizational change management in the modern management setting. An organization is a system that should be run in a particular manner depending on the decisions that have been made by the management (Hayes, 23). Such decisions frequently incorporate the interest of the shareholders, managers, employees and other stakeholders in a bid to ensure that the firm remains relevant.

Based on the above content, there is the aspect of change as discussed by Andrew Sturdy and Christopher Grey with regards to how to handle organizational change management. It has been determined that organizational change may be the most widely embraced term in most global companies yet there has been little impact on these companies with regards to evolution. There are often questions that have been asked with regards to the extent of change in these organizations considering that a company is faced with a lot of factors that are both internal and external that may hinder the company to thrive. A good example is a factor such as technology which is dynamic and can affect an organization in most aspects. Globalization is another phenomenon that organizations have been forced to embrace their effects in a bid to make sure they catch up with the impacts (Hayes, 50).

Organizational change framework insists that change does not just happen within an organization and that there have to be proper structures put in place with regards to handling these changes. Continuous improvement is essential for every organization for progress to be seen. Amidst all these happenings, an organization has to take into consideration the need to continue satisfying the consumer needs more profoundly. Ideally, change management within an organization requires a strategic relationship between the organization and the factors that influence change within the organization, as depicted in the document a. An organization during the process of change has to undergo one or more essential characteristic change (Cameron, 46). In the sense that the order in which a company used to handle its operation or otherwise the management structure has changed. These instances require that the organization undergo specific significant changes in general. The process that follows is that the management team has to lead in the process of evolution by either influencing or creating these policies.

The Change Control Process

Executing the task without proper reference can result in a tumultuous outcome. The concept requires an evaluation of the types of changes to be allowed within the management. In this section, cognitive analysis of the shift or aspect ascertains the manager an easier time in specializing the instance to required given segments. Workflow generates sluggishness when an unfamiliar adjustment is presented to a workplace. To implement a concrete structure that might shift the workflow, one needs to analyze the weak point area in the chain of work to depict an effective strategy. Requesting change requires an organized procedure, with the aim of attaining success within the change management plan. Such concept is ascertained by usage of intermediary platforms such as internal memos, organization’s email addresses and use of power structure in terms of announcements (Cameron, 15). The platforms penetrate across the entire work team and create a space for feedback and adjustments. Formats portray an act of structural, whereby the senior officials give guidance on how specialization will occur and distribution of workforce to extended sections. The review then follows, with a substantial amount of feedback and criticism from working individuals. Changes will be approved depending on the type of format one uses to implement the adjustments. However, encountering rejection only means that the change management plan lacked credibility and not the failure of the organization’s flexibility.

Values and priorities covered in chain management fluctuate depending on the impact imposed on the subject. The delivery period form stakeholders ascertain the approval for continuing with the plan, based on the deliverables and the variables are chosen. Requesting the change comes from ideas whereby the creative aspect of the case is dependable on the discretionary elements. On the other hand, reducing discretionary aspects shifts value and priority considerations, with the aim of avoiding unwanted risks. The priorities set on a change will be in conjunction with the value attained through observation of the format imposed, as highlighted in document b. The executives are followed with keen interest, and the perceptions suggested by stakeholders are taken with enthusiasm. The managerial part of the plan has a derivative approach on risk management, for a better outcome and delivery. The priorities uphold the value of the subject imposed change. Observation throughout the plan enables one to handle any resistance from the organization practically.



Works Cited

Cameron, Esther, and Mike Green. Making sense of change management: A complete guide to the models, tools, and techniques of organizational change. Kogan Page Publishers, 2015.

Hayes, John. The theory and practice of change management. Palgrave, 2018.