Running head: Organic Change 1

Organic Change

Helen I. Williams

Grand Canyon University: LDR 825

July 29, 2015

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Organic Change

Introduction

Organizations are progressively faced with the need to become accustomed to business

environments by designing and effectively implementing changes to their inner and outer

processes, structures, and strategies (Burnes, 2004). Some of these organizational change

interventions are successful (Hughes, 2011). In the past, employees who have suffered

insignificant change management will possibly resist change because insignificant change

management is prone to generate more unfavorable attitudes regarding new changes (Prouska &

Fuchs, 2014). This paper will explore several methods that are used to engage employees in the

process of change and for benchmarking the progress of change initiatives.

Change Process Tactics

Organizations are faced with constant change and the need to warrant continuing change

intervention achievement. Organizations can start the change process by involving their

employees early in the initiative of change and create positive points for employee input and

discussion (Prouska & Fuchs, 2014). Look for ideas to develop the organization performance and

processes and encourage the employees to disclose their observations and ideas for

developments. The organization’s designed methods will help the employees recognize change

as an encouraging part of urging continuous development and build their investment and morale.

The desire to change culture does not change because of the individual. The transformation of

the organization causes culture to change which displays the realities of the individuals

functioning together every day (Fairbairn, 2005). According to Prouska and Fuchs (2014) study,

employees indicated the several types of organizational change and support participations are

important in encouraging and affirmative change evaluation.

Benchmarks in the Change Process.

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Organic Change

Benchmarking is the process of measuring an organization’s performance and strategies

against “best-in-class” organizations inside and outside the industry and not just for giving marks

(Hollensen & Freytag, 2001). The important effective factors merge through the change process

to develop effective change. Several organizations manage to concentrate on the change process

other than the important factors of achievement behind it such as social cultural that is concerned

with problems involving perceptions, attitudes and behaviors towards all characteristics of

change; Communication shields all the aspects associated with the inner and outer

communication; Tools and methodology deals with performance, process measurement and

benchmarking; and interaction which view the methods for managing interaction in the firm such

as coping with the balance between ordinary operation and additional changes which may be

occurring in the organization (Manton & Clarke, 1997).

Conclusion

Understanding the reason for change will help the employee stay attentive on what

should to be done. Organizations should repeat “reason for change” implications whenever they

can and connect the steps that are being taken to help employees understand the stage of the

change process (Prouska & Fuchs, 2014). The desire to change culture does not change because

of the individual. The transformation of the organization causes culture to change which displays

the realities of the individuals functioning together every day (Fairbairn, 2005). Prouska and

Fuchs, (2014) suggested to further investigation of others elements that influences change

participation and post-change evaluations to specify other insights to scholars and organizations

on ways to develop constructive change experiences and a constructive change scale with an

additional questionnaire elements to indicate a more forceful measure for this key concept.
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Organic Change

References

Burnes, B. (2004). Managing change: A strategic approach to organizational dynamics (4th

ed.). Harlow: Prentice Hall. Available at

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0%2C43&as_ylo=2014

Clarke, A., & Manton, S. (1997). A benchmarking tool for change management. Business

Process Management Journal, 3(3), 248. Available at

http://search.proquest.com/docview/220295750?accountid=7374

Fairbairn, U. (2005). HR as a strategic partner: Culture change as an american express case

study. Human Resource Management, 44(1), 79-84. Available at

http://search.proquest.com/docview/222104486?accountid=7374

Freytag, P. V., & Hollensen, S. (2001). The process of benchmarking, benchlearning and

benchaction. The TQM Magazine, 13(1), 25-33. Available at

http://www.emeraldinsight.com.library.gcu.edu:2048/doi/full/10.1108/095447801103606

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Fuchs, S., & Prouska, R. (2014). Creating positive employee change evaluation: The role of

different levels of organizational support and change participation. Journal of Change

Management, 14(3), 361-383. Available at

Hughes, M. (2011). Do 70 per cent of all organizational change initiatives really fail? Journal of

Change Management, 11(4), 451–464. doi: 10.1080/14697017.2011.630506