{"id":216,"date":"2020-02-29T13:10:18","date_gmt":"2020-02-29T21:10:18","guid":{"rendered":"https:\/\/malat-webspace.royalroads.ca\/rru0122\/?p=216"},"modified":"2020-02-29T13:10:18","modified_gmt":"2020-02-29T21:10:18","slug":"lrnt525-assignment-1-external-scan","status":"publish","type":"post","link":"https:\/\/malat-webspace.royalroads.ca\/rru0122\/lrnt525-assignment-1-external-scan\/","title":{"rendered":"LRNT525-Assignment 1 – External Scan"},"content":{"rendered":"

Organizational Change Management (OCM)<\/strong><\/span><\/p>\n

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Change is the only constant reality of life and is observed not just in our personal life but also on the professional front. But do all of us know how to deal with change? No. Managing change and learning to adapt to it takes time, energy, efforts and training and this is the reason why several learned individuals around the globe have come up with properly structured and defined models to manage change.<\/span><\/p>\n

Organizations and their leaders are also changing as a natural response to the shift in strategic importance, from effectively managing mass markets and tangible properties to innovation, knowledge management and human resources (Dess and Picken, 2000<\/a>).\u00a0Kouzes and Posner (1995)<\/a>\u00a0suggest that the five main leadership practices, or what they call the \u201cexemplary leadership,\u201d are: \u201cmodeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart\u201d (p. 13).\u00a0<\/span><\/p>\n

Al-Haddad & Kotnour (2015), <\/span><\/em>talks about framework of change process by highlighting change type, and is defined as the essential characteristics that describe the kind and form of change and the qualities that make change what it is. Change methods defined as the essential characteristics that describe the kind and form of change and the qualities that make change what it is and Change outcomes<\/em> are the consequences of change on the organization. They are a starting point of the change management process.<\/span><\/p>\n

There are numerous studies and opinions identified by Al-Haddad & Kotnour (2015), that can be overwhelming and applying a method that is contingent and incorporates proven successful approaches is a step in the right direction.<\/span><\/p>\n

However, the probability of success varies from one organization to another as organizations undergoing change vary vastly in their structure, systems, strategies and human resources. Below are two real life case scenarios about OCM and the process of deployment and implementation.<\/span><\/p>\n

Successful organizational change management (OCM) process for a local radio <\/strong>Station<\/strong><\/span><\/p>\n

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The OCM example above deals with a change process inside a broadcasting radio environment. The success of this project can be alluded to small scale change.<\/span><\/p>\n

Small scale change is easier to initiate and manage, and does not require the level of leadership needed in big scale change (Boga and Ensari, 2009<\/a>;\u00a0Stock, 1993<\/a>).<\/span><\/p>\n

The main target audience were the field reporters to get better with their stories, which are meaningful to their listeners. The training and development department conferred with the departmental leadership, initiated a dialogue between the reporters, producers and the senior managers. The past challenges and <\/span><\/p>\n

Organizational (unsuccessful) change management (OCM) process for a large health-insurance organization<\/span> infrastructure<\/strong><\/span><\/p>\n

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The above OCM case scenario talks about an infrastructure system change inside one of the largest health-care insurance companies. The objective was to correct the contact center for better reporting and analytics of the customer calls.<\/span><\/p>\n

The senior leadership went ahead and spent $26M on a new device, (with 3-years licenses) and an unknown vendor. The problems occurred right from the inception, primarily for the following reasons.<\/span><\/p>\n