ORGANIZATIONAL CAPACITY FOR CHANGE
An Analysis of the Eight Dimensions of Organizational Capacity for Change
Instructions:
Identify and describe the Eight Dimensions of Organizational Capacity for Change (OCC). For each Dimension, discuss its significance to the organization and whether or not you believe it is essential to OCC. Support your positions with examples.
Solution
ORGANIZATIONAL CAPACITY FOR CHANGE
An Analysis of the Eight Dimensions of Organizational Capacity for Change
Introduction
The modern business world is highly characterized by the constant dynamic changes regarding technologies, consumer demands, competition, social, and economic conditions. Therefore for companies to survive and grow effectively, complex and continuous adaptive responses need to be adopted. Organizational capacity for change refers to the proficiency of an enterprise to respond or arrange for the unpredictable changes adequately. The paper thus presents the distinct dimensions encompassed within the framework of organizational capacity for change.
Dimensions Constituted Within Organizational Capacity for Change
The distinct scopes include the following.
- Trustworthy leaders.
For a productive and sustainable change to take place, trust is mandatory to be practiced among the organization members (Judge, 2011). Employees perceive trustworthy leaders as competent as well as having best interests in organizational functions, and strives to ensure the entity succeeds. As, a result, other employees become motivated and develop positive attitudes towards change. For example, when leaders demonstrate trustworthy towards business’ vision, employees tend to mimic them and as result embrace changes when they occur.
- Trusting followers
When an entity consists of individuals who are optimistic, trusting, and hopeful, the business is situated in a capacity to try out new methods of operation. Conversely, when the entity is dominated by cynical, untrusting, and pessimistic followers, implementing change initiatives becomes difficult.
- Capable champions.
Businesses need to identify, establish, and retain individuals that have the capacity to transform the organization (Judge, 2012) positively. For instance, rewarding and promoting best performing managers and supervisors helps in retaining the adorable talents for transforming an organization (Buono & Kerber, 2010). The dimension persuades that it is easier to adopt change since the manner in which individuals are accustomed to performing responsibilities apply to the new functions.
- Middle management involvement
Middle managers have the capability to actively resist change initiatives as they are positioned closely to frontline workers. The middle managers are therefore critical in bringing about positive attitudes during the change process.
- Systems thinking
The manner in which organizational members interact with other factors within the entity can lead to failure or success of change. For example, well-established organization’s structure set up, policies, and budgetary procedures for change contribute to adequate firm’s infrastructure that makes change initiatives to succeed.
- Communication systems
Well established communication channels such as e-mail networks, telephone call system, and meetings help to embrace change. For instance, if gaps exist within communication channels, conversion of knowledge into action would be difficult and would thus result in failure of change initiatives.
- Accountable culture
The extent to which members are held accountable for performance results greatly influences how change is managed in an organization. For example, when there is no accountability for individuals that exceed budgets and fail to meet deadlines, they perpetuate bad practices and hence destroying the initiatives for change.
- Innovative culture
A culture that fosters innovation and ethical behaviors motivates members and thus encourages smart solutions when ambiguity occurs. For instance, innovate culture encourages people to come up with new methods of tackling responsibilities and decision making leading to stability of the business (Adriany et al. 2013).
Conclusion
The eight
dimensions constituted within the organizational change capacity are namely; the need for trustworthy leaders; trusting followers;
the existence of capable champions; the involvement of middle management; proper
systems thinking; communication systems; accountable culture; and the
suitability of innovative culture.
References
Andriany, L.M., Rahayu, M. & Djumahir, (2013). Organizational Change Capacity, Environmental Uncertainty, and Organization Performance: Studies on Traditional Retail Ownership of Chinese and Non-Chinese in Malang. IOSR Journal of Business and Management. 8(4), 28-39.
Buono, A. & Kerber, K. (2010). Creating a Sustainable Approach to Change: Building Organizational Change capacity. Advanced Management Journal. 75(2), 5-6.
Judge, W.Q. (2011). Building Organizational Capacity for Change: The Strategic Leader’s New Mandate. Business Expert Press, New York. Pp 21-103.
Judge, W.Q. (2012). Focusing on Organizational Change. (1st edition). Business Expert Press, New York.
