Change through Management Hierarchy
All significant decisions are always made by the top-level
executives in a management hierarchy. In a corporation, for example, this would
include the board of directors. As a result, they make all of the critical
decisions. Managers and executives at the next level merely carry out the top
level's plans. To carry out their goals, they just make minor and insignificant
decisions. To put it another way, they don't play a significant role in
imposing changes. It's common for finer details of changes to be overlooked in
such frameworks.
Let's imagine a company's board of director’s wishes to modernize its operations by implementing the most cutting-edge technologies available. The board will notify management of this decision and leave it to them to carry it. In such circumstances, management will have to think about finer points that the board is likely to overlook. This includes details like the purchase of new machinery, termination of certain employees, training of workers, etc.
As we've seen, large changes are difficult to accomplish
under a management hierarchical system. Organizations can take a number of
helpful steps to address this issue. Maintaining a specialist planning unit is
one of the simplest answers to this challenge. This unit is in charge of
planning all of the finer points of management. For effective implementation of
changes, the unit can include individuals from various levels of management.
Another excellent technique is to hire a management consultant from
outside the company. These consultants are experts who use their knowledge and
experience to advise effective ways to execute changes. When changes are
imposed and managed by outsiders, people are less inclined to fight them.
Lewin’s Three-Step Model
Kurt Lewin, an American psychologist, has proposed an
effective technique for implementing changes in hierarchical organizations. He
believes that there are three steps to making a transformation.
To begin, the organization should attempt to defrost the
status quo, or the current condition of affairs. This phase necessitates the
organization identifying the current state of affairs and declaring that it
will no longer be in effect. This must be known and understood by all concerned
members of the organization.
Second, management must now devise effective strategies for
altering the status quo. This entails determining how to put the changes into
action. These methods must be realistic and easy to execute.
References
Anon., n.d. Toppr. [Online]
Available at: https://www.toppr.com/guides/business-management-and-entrepreneurship/recent-trends-in-management/change-through-management-hierarchy/
[Accessed 06 December 2021].
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DeleteUnplanned change often happens when there is sudden and surprising event or condition that makes the members to react in a disorganised fashion.
ReplyDeleteIt is abrupt that everyone cannot take it immediately.
For example, when the general manager suddenly leaves the company without enough prior notices which may cause the disorganization of functions and poor performance, malfunctioning of the operations as well as other unavoidable disruptions incident to the situation.
That's true Kaushi.This is usually the top level of the management hierarchy that makes the most important changes in your organization. The lower levels implement only these changes. Such hierarchies often overlook the details of the plan. Therefore, the administrator needs to understand how to plan changes under such conditions.
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