Implementing Organizational Change: Performance and Commitment

Introduction

The implementation of organizational change requires a need to transfer and share ideas that are innovative through global summit forums. There is also a need to encourage virtual teamwork and inclusiveness in implementing the change. The engagement of various employees in changing their behavioral patterns at the global level is a sure way of transferring innovative skills among them. Employees who are virtually connected implement the organizational change effectively. The essay explores the transferring of innovations across national boundaries.

Brief Overview

Most organizations that are successful and dynamic have constantly changed to ensure sustained success by keeping up with the current and ever-changing business environment (Cummings & Worley, 2014). Strategies that most enterprises review include the implementation of new models, new products, services, capacity, and knowledge bases that are further broadened in the business (Colquitt, 2012). To effectively conduct the above highlighted ideas, employee behavior must be monitored. A behavior that is transformational in nature is crucial in the implementation of the change processes. Leaders are in the forefront to change the behavior patterns that lead to fostering the process of change (Spector, 2013).

The top management in any organization that requires change must initiate dialogue with its various stakeholders to promote the implementation process. They must diagnose the existing problem before starting the changing processes (Cummings & Worley, 2014). The article authored by Spector (2013) on the implementing organizational change has elaborated the roles of diagnosis since it is the basis of ensuring that various behaviors are effectively assessed. The article outlines a clear framework for diagnosing and exploring ways of overcoming bottlenecks towards change. It also highlights various interventions that are needed (Spector, 2013).

Three Forms of Data Collection in First Stages of Change Process

Diagnosis is the first stage in implementing the change process in any organization. Therefore, the collection of data at this point is very crucial. The diagnosis should be based on well-informed opinions and relevant information that elaborate on the factors that lead to the performance of an entity (Spector, 2013). The three major forms of data collection as indicated in the article are questionnaires, interviews, and observation (Spector, 2013).

Questionnaire

A written questionnaire that is self-administered computer-based data forms or paper-and-pencil is relevant. The questionnaire has an advantage since it encourages behavioral interactions through communication, goals, and coordination (Spector, 2013). These assessment tools must have benchmark measurement to ensure that positive behaviors are built on the need for change as well as the rejection of status quo ideas (Spector, 2013). Questionnaires also provide the freedom of expression to the employees as they can act as basis of comparisons when administered in various units. It has a minimal personal involvement; hence, it should be used in combination with other forms of data collection (Spector, 2013).

Interviews

A diagnostic interview is relevant in the change process of the organization since it provides more detailed and richer insights in matters concerning change. This method requires trained employees who sit down with various groups to share relevant information concerning the implementation of change (Spector, 2013). The interview can either be structured or unstructured in nature to provide opportunity for the expression of an employee regarding change. The interviewer must be careful to stick on issues that are relevant to performance. Employees can also be involved in the data collection processes after training (Spector, 2013).

Observation

A behavioral observation is crucial in observing the employees’ behaviors. The diagnostician can watch the behaviors in meetings. Efforts can be made by individuals and groups to give new ideas, interactions between top management, and staff among others. This state of affairs can be used to gather information that is based on the emotional state and cognitive behaviors of employees (Spector, 2013). The use of both diagnostic interview and observation provide base for collecting relevant and rich information on valid data on the employees’ behavior and the overall function of the entity while the questionnaire provides freedom of expression (especially when open-ended questions are used). These forms of data collection are seen as a springboard for creating dialogue on the organization’s functionality and progress that helps in the discovery stage (Spector, 2013).

Informal Design Elements

Informal design elements ensure that employees work together in a ‘no strict rule’ environment. There is flexibility where employees make their decisions. Therefore, motivation is enhanced. This situation translates to higher work rate and commitment (Spector, 2012). Mobilization of commitment to change should be encouraged in the case elaborated through joint diagnosis of enterprise’s issues. The employees should be supported to develop a shared means of diagnosing issues and suggest the relevant solutions to improve the change process. Therefore, managers are tasked to mobilize the commitment of employees at the initial stage of organizational change (Spector, 2012).

Another point to foster commitment of employees is the frequent involvement of youths and innovative employees at the lower levels of management. These people should also coordinate various processes and procedures. Everybody must be brought on board to ensure the effective participation of groups (Burke & Noumair, 2015). Managers must create a vision that is shared based on the competitiveness besides being a leader of the employees towards the vision. There should be the provision of roles and new responsibilities to employees at the lower level of management (Colquitt, 2012).

Fostering commitment in the case should entail spreading of techniques of change in various departments without using the usual top-down means of management. Staff departments must be included to enhance their interactions and support must be given to them (Spector, 2012). The manager must institutionalize change through setting of policies, systems, and procedures. The management should also ensure that employees are placed in their relevant work teams. Lastly, monitoring and adjustment must be done during the change process to respond to any problem that might arise (Burke & Noumair, 2015).

Prediction

Greater success can be realized if more country managers are used to create transformational organization through the integration of products, assets, and other resources. Employees who are from diverse origins will also be stationed at different units of operation around Europe and Japan (Colquitt, 2012). This state of affairs will enhance the exercising of flexible management that will be well coordinated by the business and functional managers. There will be enhanced competitive advantage due to the transfer of innovation across borders as these companies will have rich employees from diverse origins (Colquitt, 2012).

Conclusion

The essay has elaborated the organizational changes that require a change of behavior of employees towards the organizational transformation. It has further highlighted various means through which an informal design can be used to ensure the commitment of employees towards change. From the essay, it is clear that successful organizational change requires full commitment of everybody and a management system that involves employees in ensuring change. At the worldwide level, organizations should strive to embrace a system of change management that is flexible whereby employees share and transfer innovative ideas amongst themselves. This situation brings about the improvement of competitive advantage in the market.

Reference List

Burke, W., & Noumair, A. (2015). Organizational development: A process of learning and changing. London: Pearson Education.

Colquitt, J. (2012). Organizational Behavior: Improving Performance and Commitment in the Workplace. New York, NY: McGraw-Hill Ryerson.

Cummings, T., & Worley, C. (2014). Organization development and change. London: Cengage Learning.

Spector, B. (2012). Implementing Organizational Change:Theory into Practice. Upper Saddle River, New Jersey: Pearson.

Spector, B. (2013). Implementing Organizational Change. Boston, MA: Prentice Hall.