Introduction:Main claim of the article
The article is based on the changes occur to the organizational development. We have to find out the reason behind the organizational change and why most of them are usually failed. The change process not done correctly so we have to find out what is wrong in it. Further, the importance of creating a successful change a leader has to pay attention that based on emotion and recognition. Make organization change that downsizing effort without a big change in the main structure or process only gives a short term improvement. So in this article, are trying to find out the decision or change in organizational structure for long-term improvement and also argue with the failure of the previous decision taken containing errors.Readership of the article
It is a business topic and here we trying to find out the reason behind the failure of most change efforts to the organization. So this topic is important for the students of business studies, MBA and also for the leaders of the organizations those brings changes in their organizational structure.
The present material in the article
There are countless articles on organizational development and changes. At first, we have to identify why organizational changes are adopted. Secondly, the reasons behind the failure of this change process to the organization. Therefore the importance of creating a successful change for the transformation of the change that is, effective to the organization. The study of the literature is on organizational changes for the low-level track record of major change (Canato & Ravasi, 2015).The evidence fact of the research
If we find out the reason of the failure of most change efforts then we can easily improve the changes to overcome the failure. According to Harvard Business School Prof. Jhon Kotter the reason of the failure is:
Objectives of the fact
- The reason why the changes are implemented is not discussed.
- Also, fail to make an influential guiding partnership which communicates the requirements for change.
- Challenging visions and goals of the change is not underestimating.
- There is a problem with to converse the vision to several stakeholders.
- Also granting obstacles for closing the accomplishment of vision is a reason for failure.
- In order to achieve short term win, it generates eagerness, as well as self-assurance to the employee, is a reason to fail the change.
Personal experience and opinion
Analyzing these reasons often lead to unenthusiastic penalty as well as the very poor performance of the change plans are not so effective. To avoid identified errors are made because of the in the appropriate character of managers'. There are a very little choice-makers who competent of transforming the thoughts and required guideline to lead a concerted effort to lead the change. There are also questions arises about the leader's ignorance to the changing guideline and framework.
The reasons are not selective for all organization. Organizations have different reasons for the failure. Some selective reasons are not applicable for all. Aside from Kotter’s identified reasons another important reason for that change effort fails is ideas of organizational change is just an illusion. Individual organization changes their efforts according to their behaviour. The significant point here comes out like it is an individual change or else not.
Present key arguments regarding the sources of change and organizational risks
If a change effort fails to create positive outcomes then the change is not initiated by the organization. Most change efforts, as well as their methods for the change, attempted for engaging brain to a certain extent of emotions. In "Managing Changes: The art of balancing ", by Jeanie Daniel Duck we found the importance of emotions rather than the mind.
Managers and the employees were informed for checking their opinions at the door, this is a massive mistake. If the employee's feelings are not accessible to managers, then the worker's emotions are valued less. If a large organization failed to attach directly to their people during values which about ideas and values, it does not improve their work. Sometimes negative emotions of people help for improvement in the changes. If a company does not allow their workers to work with their head and mind then the company cannot take their emotions that are essential to the new management style. One more merits are point out from Duck's article that bringing heart soul and spirit into the workless.
The important thing can be identified from the recent that on the emotional intelligence part, one's unprofessional or emotional status may affect other individuals (Bowkett, 2007). Also, all of the stakeholders can gain to deal with Intra as well as interpersonal feelings to achieve the success of personal as well as organizational.
The Judgement of the argument
All the research work regarding this issue is trying to find out the reasons behinds the failure of the change efforts. Their works are not similar most of them are more likely to be biased. But there are also some arguments. The errors that Kotter has identified that based on the inappropriate behaviour of the leaders that means the error consists and observable actions, set up goals and team management skills are a poor level that leads the changes to negative outcomes. It is critical to ask from the viewpoint of behaviour, what is our next step to improve the achievement for leading change.
To minimized the risks and maintain current system is the responsibilities of a manager. New change requires minimizing the involve risk to create a new system. Every change must require a proper leadership to overcome. Leadership established a new way to the organization by stirring persons for changing their behaviour and schedule with the fresh direction and how to overcome obstacles to change. There is a big contradiction for the commitment of a change engage the mind rather than emotions. Kotter and Dan Cohen have analyzed the fact to motivate people to the change. The managers began to judge the feelings of a collision of the message for speaking organizational modification from recent time (Shiang-Yen, Idrus, & Wong, 2013). Response message of persons on "see" as well as "feel" create a visible response those individuals will change their behaviour greater. This fact alone inspires citizens of few organizations to commit to specific, challenging goals.
According to Duck’s it is a great mistake to an organization that its manager and workers are told to ensure their opinions to the door. Fundamentally changes about feelings to a company that allows their labors for working through their heads as well as minds to recognize their feelings which are necessary for the style of new management. The issue is not the people is giving negative or positive emotions, in fact, the large organization has more successful changed program that is connected with their people directly through values about their beliefs and feelings. For every step of the change process, workers should communicate with the people's view in the organization.
In this article, we are trying to find out the changes that have positive outcomes for the organization. Not only take the right decision and setting up goals but also the view of the people related to this are also very important to make the change successful. In every step to carry out one leader must look over the people emotions related to it. An organization should allow the workers to work with their hearts and brain to make the changes successful. Every short term wins should celebrate to maintain confidence and enthusiasm of employee for further progress. Leaders have to provide proper guidance to the change. An organization should create a clear creative and viable vision that paints a simple picture in people's mind so they can visualize the requirements for making it original. People also consider the goal is meaningful and directly put their feelings and views in it and put out the effort of creating the change positively.
This reading contains some views about the organizational change. In some cases, they have similarity in their views but there is also difference according to their research work. As likely the leading change is failed as they have not properly guided. But failure also happens due to the lack of the communication between people and the organization. As people beliefs and views are needed to create a successful change. Also, the emotions of the workers are also needed for the successful changes.
In the reading offers, several perspectives are more balanced. The counter argument is not expressed strongly but some question arises in this business literature that what kind of people facing the problems and the solutions and require effective needs are not discussed. According to Mr. Spock, this article misguided as focusing only on the emotions. If any leader wants to make easy of the organizational change, then they must utilize the appeal as well as the cause of the emotions.
Here some questions on changes that why the change effort is adopted is not discussed clearly and the net effect of the change are not clear and the effects on the chains on the people are also not clear. The changes are required to living changes as well as it becomes illustration desirable behaviors are a single way to make sure that the change will be implemented in corporate culture. What was ignored in this business literature to see or feel problems of people reinforce changed behaviours?
I have questions about the organizational changes why it should take new changes. And what is the net effect of the changes to that organization? And hope people related to that organization will be affected by that particular change.
The contribution of the article for the topic of change management
In this overall topic is all about the changes to the organization. It discusses the reason why the changes are failed to bring about the success. Some similar argument on the reason is described. The role of the leader and the emotions of the people to that changes is how much important is clearly shown. What steps should take to every process of the change is find out.
The general problems arise in this topic that is the role of the leaders and lack of the communication to the people related to this chain management ("Special Topic Forum on Supply Chain Management in Emerging Markets: Critical Research Issues", 2013). The people emotions are most effective to make change positive outcomes.
Conclusion:Learning from the article
After studying the article I find out the major problems why most of the chain management become the failure. It gives a clear idea about the reason why most of the changes have failed though they set their challenges and goals. The people emotions are also a very important thing to the changes and the worker should give the freedom to work with their hearts and brains. But there also some questions arise about the changes and most of the research works are similar. There is a negative point in this article that there is no clear idea about the solution to prevent the failure of the changes.Strength of the article
The articles had a strong idea about the issue of failure of the changes in the organizational field. It will help to make success every step of the changes to make sure the way positive. It also gives information to the leaders that how much the feelings of their workers are needed to make a change success. It also gives a clear idea about the people emotions to the change and takes any change every organization should carefully look over the people response about the change.Person read the article
If a business related person wants to make some change for new style management he should read carefully this article and this article give him the idea to prevent the failure of his change that he want to occur. This article is also very helpful for a research work on business studies.
Bowkett, S. (2007). Emotional intelligence. London: Network Continuum Education.
Canato, A. & Ravasi, D. (2015). Managing long-lasting cultural changes. Organizational Dynamics,44(1), 75-82.
Shiang-Yen, T., Idrus, R., & Wong, W. (2013). ERP Misfit-Reduction Strategies. Journal Of Global Information Management, 21(1), 59-81.
Special Topic Forum on Supply Chain Management in Emerging Markets: Critical Research Issues. (2013). J Supply Chain Manag, 49(2), 138-138.