Change Management Importance in Organization


Organizations should use the best change management philosophies (CMPs) and strategies in order to achieve their objectives. My organization has always encountered several challenges within its HRM department (Cosack, Guthridge, & Lawson, 2010). Most of our employees are unhappy with their working conditions. The affected employees have not realized their potentials and goals.

Our organization also lags behind in terms of business performance and profitability. This situation explains why I am proposing a new change in our organization. This change will play a critical role towards improving the firm’s performance. Every HR manager should consider the best practices and philosophies in order to support the targeted change.

The Targeted Change

My HRM department should introduce a good change that supports the company’s goals. The best change entails the introduction of a new HRM system. The system will embrace the use of different social media networks. My company will “introduce new computers and social networks to improve the level of communication between employees and every HR manager” (Leavy, 2011, p. 20).

The HR department will use the change to understand the strengths, weaknesses, objectives, and expectations of every employee. Our employee will be part of every decision-making or problem-solving process. The system will also expose the malpractices in our HR department. Every HR manager should promote the best ethical practices within the department.

A good Change Management Plan (CMP) will make this department successful. Kurt Lewin developed one of the best models for managing change. Lewin’s three-step model has helped many organizations manage their changes successfully. The first step is unfreezing. Managers should use this stage to inform their employees about the targeted change. HR managers should analyze the benefits and potential implications of the targeted change. These managers should also ensure every employee understands the relevance of the proposed change.

The important thing is “increasing the level of motivation and participation” (Leavy, 2011, p. 23). The “next step is the change itself” (Leavy, 2011, p. 26). I will introduce the best systems during this step. The company should inform its employees about the benefits of the new technological systems. The institution should embrace the best practices such as communication and interaction. The third step is unfreezing or refreezing. This stage “will ensure our HR department institutionalizes and embraces the benefits of the targeted change” (Meinert, 2013, p. 72). The above CMP will definitely make my HR department successful.

A change management philosophy (CMP) is what determines the success of every new technological system. Our organizational leaders will embrace the best practices in order to support the above change. We will also use proper implementation strategies to support this change. Employers should train and mentor their workers in order to achieve every targeted goal. The HR department “should also consider the best ideas such as proper compensation, remunerations, and rewards” (Meinert, 2013, p. 72). Such ideas will ensure every employee supports this change. We will use the best communication strategies to make the change successful.


The concerned individuals should “make the best decisions and consult with one another” (Maurer, 2012, p. 3). The organization should also monitor and address every problem arising from the change. These approaches will play a major role towards supporting the goals of our HR department (Maurer, 2012). Companies such as Emirates Airlines and Yahoo Incorporation have introduced similar systems in order to support their employees. The above changes have made these companies profitable.

Organizational Change in My Workplace

Business organizations undertake different changes in order to achieve their goals. My employer has always undertaken new changes depending on the targeted objectives. One of the recent changes included the introduction of a Performance Response System (PRS). This system monitors the performance of different employees in an organization. Many HR departments use similar systems to monitor the effectiveness of their employees (Jones, Aguirre, & Calderone, 2004). HR managers can use similar systems to address the challenges affecting their employees.

My employer followed several steps in order to implement and manage the proposed change successfully. The first step was “to analyze the effectiveness and need for the change” (Krell, 2011, p. 47). The company conducted several researches “to understand how the change would affect performance” (Krell, 2011, p. 47). The third step was the introduction of the change. Every employee was encouraged to support and monitor the effectiveness of this change. The organization trained its employees in order to use the new systems effectively (Krell, 2011). The fourth step was to examine the effectiveness and applicability of the change. The organization is currently modeling the best environment to ensure every employee supports this change.

My company encountered a few challenges. Some of the employees were unhappy with the PRS. Most of the employees believed that the system would affect the performance of the firm. Some employees were unhappy because the HR department ignored most of their problems. The employer managed every aspect of the change in a proper manner. The HR managers and organizational leaders should have “gathered more information in order to understand the effectiveness of this change” (Krell, 2011, p. 46). The approach would have addressed most the challenges affecting the change. My employer used the above strategies in order to make the change successful.

Reference List

Cosack, S., Guthridge, M., & Lawson, E. (2010). Retaining Key Employees in Times of Change. Web.

Jones, J., Aguirre, D., & Calderone, M. (2004). 10 Principles of Change Management. Web.

Krell, E. (2011). Change Within. HR Magazine, 56(8), 42-50.

Leavy, B. (2011). Leading adaptive change by harnessing the power of positive deviance. Strategy & Leadership, 39(2), 18-27.

Maurer, R. (2012). Change Without Migraines in HR. Web.

Meinert, D. (2013). Positive momentum: The appreciative inquiry process can help a company build on its strengths. HR Magazine, 58(6), 68-74.