What is Organizational Change?
rganizational change is about making adjustments in how an organization works. This can include changes to its structure, strategy, processes, or culture. The goal is to move from the current situation to a better one. These changes are usually planned to improve performance or fix a problem. Success depends on getting everyone involved and working toward the same goal, which helps lower the risk of failure.
However, change is not always easy. It affects both how people think and how they feel. Everyone reacts differently. Some people see change as a chance to learn and grow, while others feel worried, stressed, or unsure. For change to truly work, it needs to become part of everyday work. This is why strong management and shared leadership are so important in guiding the organization through change.
Role of managers in organizational change
Managers play a very important role in organizational change, and their job is not simple. They have to balance their daily responsibilities, like meeting goals and performance targets, while also leading the change process. This role cannot be passed on to someone else. Managers need to do more than just support change. They must actively guide and lead it.
Change is an ongoing process, and it requires strong energy from the whole organization. Creating and maintaining this energy is a key responsibility of managers. Organizational energy refers to how well people’s emotions, thinking, and actions are aligned and motivated to achieve the organization’s goals.
Energy states. Four states of energy are:
State of resigned energy, i.e., when the intensity is low and the perceived quality is low, people adopt a resigned attitude
When people are in a state of comfortable energy—where pressure is low but the quality of experience feels high—they tend to feel secure, and any change may be seen as a threat.
State of corrosive energy, i.e., when intensity is high and quality is low, people will devote their energy to questioning decisions, looking for ways to do less work. Any change will be considered disastrous as they already have enough work.
State of productive energy, i.e,. If there is high intensity and the perceived quality is high, people will actively seek changes, allowing them to improve their work.
What are the 4 Cs of Organizational Energy and the Key Role of Managers?
Connect. This source of energy refers to how people connect, their values, and their work for the overall purpose of the organization. It includes tracking between goals and teamwork. It also involves clear communication of the why. There is collaboration on the what and how. Finally, there is clarity and agreement on roles and relationships.
Content. The second source of organizational energy is work content. In other words, it’s how work engages people and gives them a sense of accomplishment. To support this, managers should focus on boosting intrinsic motivation. They must ensure technical competence. Additionally, they should set clear boundaries and provide challenging tasks. Moreover, giving autonomy and stepping back is essential. Managers must also remove structural barriers. Finally, they should accept mistakes as part of the learning process.
Context. The next source of organizational energy is context. That is, how our way of working supports and enables people to do a good job. To do this, the manager must ensure flexible and adaptable tools, and the space and time for individual and collective learning.
Climate. Climate is the final source of organizational energy. Therefore, managers must help create a positive work climate. To do this, they should implement an objective, ongoing, and flexible recognition and incentive system. In addition, they must provide regular feedback and be open to receiving it. As a result, the workplace becomes more engaging and motivating.
Conclusion
In a nutshell, organizational change is important for the growth of both companies and employees. Managers play a major role in making this change positive. They also influence how satisfied and motivated employees feel at work. When managers act as role models, they inspire their teams to accept and support change more than any policy or rule can.
Managers need to look at the bigger picture and focus on creating a supportive environment. Their role is similar to that of a farmer. They prepare and care for the ground, while employees build on that foundation to grow, improve, and move the organization forward.
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