Institutional Processes and Change Management in Organization

A change in an organization is a complex process that involves setting a goal and developing a plan for achieving it. However, in most cases, a leader has to understand the complex organizational structures and approaches to leveraging them to carry out the alterations properly. This paper aims to examine the five institutional processes and describe how those can be applied to manage change in an organization.

The importance of understanding institutional processes is highlighted through the impact they have on daily operations. According to Ritchie (2016), organizations can shape human behavior; thus, companies should focus on how they manage change in their establishments and the impact it on people. Moreover, the complexity of connections and interactions between individuals implies that to facilitate organizational change, one has to have a sufficient understanding of each element. In this scenario, the organization aims to alter its structure, which is a significant change that would affect the daily operations and interactions of employees.

The socialization aspect will have to be reviewed because the proposed change alters the relationships within the company in question. Wang, Hom, and Allen (2017) state that the concept describes how newly hired staff members adjust to the existing environment and can be applied in change management to communicate new approaches. For instance, during the hiring process, new staff members would be informed of the new hierarchy that the company chooses to adopt.

In addition, this process can help communicate the new values to the existing employees. Therefore, as a leader, I would dedicate more attention to new employee orientation to ensure that they understand the internal processes adequately. Additionally, a leader has to enhance the understanding of the change and its implications among the current employees; therefore, a training session should be developed for this purpose.

Another factor that should be considered during this change process is organizational culture and its implications. Supriadi and Sui Pheng (2018) state that managing culture within a company during strategic changes is crucial during significant changes. The most appropriate way to ensure that the employees understand the anticipated changes and can accept them. As was previously mentioned, the expected changes will affect the structure of a company; therefore, a significant variation in the current culture is required.

For instance, the management should review the current mission and vision and adjust them to suit a more flexible work process. According to Diogo, Carvalho, Amaral (2015), such an approach requires a sufficient understanding of the current environment and various technical aspects of the employees’ work. In addition to the previously proposed solution, a leader should communicate new values through his or her actions and be accountable. Therefore, with the new organizational structure, executives should serve as an example of the practical application of the new approach.

Overall, it is essential to understand and apply the knowledge of institutional processes when managing organizational change. The primary component that I would leverage as a leader is socialization through the education of newcomers and current employees about the new strategies that the company plans to adopt. In addition, the executives should pay particular attention to the culture of an organization during the change to ensure proper adoption of new practices. Executives should provide an example of how the new strategy should be applied in daily work through their actions.


Diogo, S., Carvalho, T., Amaral, A. (2015). Institutionalism and organizational change. In J. Huisman, H. de Boer, D. D. Dill, & M. Souto-Otero (Eds.), The Palgrave international handbook of higher education policy and governance (pp. 114-132). London, United Kingdom: Palgrave.

Ritchie, H. A. (2016). Institutional innovation and change in value chain development: Negotiating tradition, power and fragility in Afghanistan. Oxon, United Kingdom: Routhledge.

Supriadi, L.S., & Sui Pheng, L. (2018). Management in the built environment. Singapore, Singapore: Springer.

Wang, D., Hom, P., & Allen, D. (2017). Coping with newcomer “Hangover”: How socialization tactics affect declining job satisfaction during early employment. Journal of Vocational Behavior, 100, 196-210. Web.