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LEADING CHANGE: Analysing The Change Realtors Role

This essay focuses on adding change in the business. It checks the change agent's role; the advantages and disadvantages on the non-public front. In addition, it critically analyses how much electricity is based on the hands of the mature management in employing change in an organization. A research study has been integrated into the record to understand how managers put into action changes or imbibe them in to the organization in true to life.

CHANGE AGENT

According to the Oxford Dictionary, 'Change' is 'to make or become different". Recently, multinational companies (MNC's) have been facing a whole lot of changes in their proper path as well as their way of life. (Stone, 2008) Generally, companies have observed a lot of resistance to improve from their workers. In order to ensure that the change is incorporated smoothly in to the organization, the recognition of the 'Change Agent's role becomes essential.

A change agent, by description is, "Someone who serves as a catalyst for change. " (Natural stone, 2008) There's a deep interconnection between 'leading and changing' the business. As Ahn rightly input it; 'The avoidance of change has been described as the opposite of command. ' (Jick et al, 2003)

Leadership includes motivating a group of individuals and aligning their passions towards one common goal in the aim of attaining it.

Change agents could be anyone in the business who's the driving power behind the change. FOR EXAMPLE, the CEO of the business would be recognized as a big change agent on several occasions or a specialist may be hired; who functions as the agent as well. (Jick et al, 2003). The change agent's competitive gain is situated at his/her potential to act in response to the change. There are three general types of reactions you can expect from an alteration agent. (Ulrich et al, 1997)

Initiative Changes, whereby the change agent responds by taking into the organization; new steps or projects. That is fundamentally done at the strategic level. The second type of response is Process Change. This occurs more at the functional level; where in fact the change agent concentrates on how the job is being carried out; and whether the work can be simplified or sent out; based on the organizational framework. The last kind of response is the Cultural Change. It transforms the organization's way of thinking. (Ulrich et al, 1997)

POSITIVE AND NEGATIVE ASPECTS OF A BIG CHANGE AGENT'S JOB

"Change agencies are most susceptible to change themselves. " (Jick et al, 2003) The providers go through a number of negative and positive emotions and issues while dealing with implementing change in the business.

Firstly, the most apparent issue change agents face will be the resistance to change by the employees. This occurs regardless of how well/not the agent grips his job. Someone, someplace, at some point in time through the execution will have a thought process which does not align to that of others. This leads us to the supplementary issue, which is annoyance. In case the change unveiled by the agent backfires, he'd be the first person the organization will blame. The agent would feel isolated and might even get de-motivated at the thought that the plan he introduced didn't workout. (Jick et al, 2003)

Though the negative issues do seem to give an impression that the change agent's job is definitely dreary, it's counteracted by positive difficulties and feelings. The adrenaline dash of having transformed an organization effectively because of this change is an enormous advantage. Change can't be decided by one person; hence requiring the agent to entail himself in a great deal of interaction along with his employees by which new human relationships develop. Often, when the real estate agents try retrospect, they find that they have gone a long way, and the factor of home - fulfillment shows up. With every step, the providers would have used their advantages, opportunities and beat their weaknesses and threats. (Jick et al, 2003)

POWER AND CHANGE

Power is defined as; "The capability to impact various outcomes". (Bowditch and Buono, 2005: 195). This assertion makes it clearer there's a close marriage between power and change in the business.

French and Raven (1959) was included with a power platform table which is often put on change management. (Graetz et al 2002: 242-3) This quite simply deals with electric power and change in conditions of top - down approach.

There are five types of capabilities of which a couple of of these might lie with the management accountable for the change.

Reward Electricity, whereby the professionals reward the employees for their co-operation; Coercive Electricity, which means the employees get punished for non conformity; Referent Ability, where personal human relationships are used against them to check out the change; Expert Power, where specialist knowledge must understand the change methods and reason for attempting them. The final ability is the Legitimate Power, where change is decided by the senior personnel and seems essential for success. (Jick et al, 2003)

This way lays emphasis on implementation, and will be a lot faster. The major disadvantage here is that level of resistance will come up from employees and middle level managers.

Organizations generally rely on internal managers or external consultants to create change. Consultants are preferred given that they have a natural attitude towards the problem; and may be much more skilled and experienced in the region. It might be a good idea to combine both of them i. e. ; have internal professionals as well as exterior consultants. (Stone, 2008)

In compare to the French and Raven ability bottom, another strategy might be to hand over the power to the employees. This is the bottom - up methodology. While it motivates employee involvement and reduces uncertainty on their part; it's very time consuming. (Stone, 2008)

CASE STUDY

Dennis Hightower was Disney's recently elected vice president for Europe. He was required to develop a different business strategy that was something completely different than what had been done in the past. He was given a period limit of 90 days.

Walt Disney started off as a tiny company in the entertainment industry and emerged as one of the top most recently. They reported overall income of $3 billion dollars. A particular section in the business; Disney Consumer Products (DCP) reported $167 million of division revenue. Soon after, this department was involved with international licensing. The marketplace was very diverse with complex environments.

Hightower had created a certain strategy at heart. This report concentrates more along the way he applied it over the organization. He used the 'Squeaky Wheelchair Theory'; which designed he got engaged into the situation only once there was a problem. Rather than ordering his associates how it's done; he persuaded these to see the logic and exactly how each of their contributions added value to it. Devotion was an integral element in his method. He trusted his team enough to let them make their own decisions to a great amount. This helped him ensure he had his team's support and all their goals were on the same track.

Disney underwent a radical change, where important changes were produced in the organization. It's generally more dangerous than an incremental change. (Where in fact the changes involved are on a little range; for example, adjustments in your day to day procedures, etc. ) This change was designed as well; which supposed the change was integrated in an planned manner by the change agent.

In substance, Hightower was the change agent; who tackled the aforementioned stated issue in ways which resulted in higher revenue for the business. (Jick et al, 2003)

CONCLUSION

A change agent is thus very important in the launch, leading and taking care of the change in the business. It is rather important to find the right person at the right time as it could make or break the problem. Negative and positive issues occur atlanta divorce attorneys job and the change agent is not any exception. It's important for the change agent to take up challenges such as resistance and try and make them work in his/her favour. The partnership between vitality and change is debatable, but finally, what counts is exactly what exact change the business is planning to undertake; if it's a situation which is of proper importance, it's better for the most notable management to choose. The research study revealed us one of the true life examples of change management.

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