Essay Title: 

Change Initiative Implemented

April 3, 2016 | Author: | Posted in environmental issues, nature

The health insurance corporation recently implemented a complete restructuring of the whole organization . This was done in keeping with the intention of providing more qualitative service to its clients maximizing the capabilities of each of the corporate units within the organization , and to minimize operational cost

The change proved to be taxing and exhausting to all concerned , from the rank and employees up to the key managerial officers of the corporation . Yet , from this , invaluable information and lessons were learned

Tushman and O ‘Reilly (2002 ,

. 184 ) explained that managing change [banner_entry_middle]

br involves moving an organization from its current state to its desired future state through a transition period . The transition period is particularly crucial in the effective management of change . During the transition , managers and their teams take the organization apart and component by component , move it toward the future . The insurance corporation ‘s reorganization aptly exemplified the explanation of the authors regarding organizational change

From the onset of restructuring , problems became readily apparent Usually , there are three generic change problems that all managers face in managing discontinuous change : dealing with the problems of power and politics , dealing with individual anxiety and resistance , and maintaining control during the transition period (Tushman and O ‘Reilly ,

. 189 ) These three problems were present at the time of the implementation of change . Some of the employees were not in accord with the proposed change in their tasks and functions , middle-level managers argued with senior managers over some change-related issues , and some just exhibited apathy for the concerted efforts of the organization to bring about the planned change

To partially mitigate the effects of these problems , the management conceptualized a detailed transition plan which provided minimal damage or disruption to the employees and the while organization at large . The plan gave specific instructions on what particular functions to be merged in a division , who among the employees will man a particular unit , or whether or not to increase budget allocation for a certain program or project . The problems that arose where so diversified that transition would be an impossible endeavor if not met with a highly conceptualized transition plan . At this point , one can clearly presume that if an organization will fail in the transition phase , there ‘s a chance that the whole organization will collapse

One thing to counteract this eventuality is to know that an organization cannot be changed in one single instance . There are many interrelated units in an organization having different attributes that to move one would affect all others . Hence , this should be given primary importance in the restructuring of the organization . In the words of John Kotter (1996 ,

. 136 , changing highly interdependent settings is extremely difficult because , ultimately , you have to change nearly everything . Because of all the interconnections , you can rarely move just one element by itself . You have to move dozens or hundreds or thousands of elements , which is difficult and time consuming and can rarely , if even be accomplished , by just a few… [banner_entry_footer]


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