What is Organizational Change?
Organizational change includes altering organizations’ structures, strategies, procedures, or cultures. This change implies a shift in the organization from one state to another. This shift may be deliberate, to gain or lose specific organization features to attain a defined goal. Typically, the objective is to maximize the collective efforts of all people involved in the change and minimize the risk of failure in implementing the change. However, Organizational change is considered to be a dangerous journey because the change results from a complex interplay of emotions and cognitive processes. Because of this complexity, everyone reacts to change differently. On the positive side, change is seen as an opportunity for progress and growth. On the other hand, employees perceive change with fear, anxiety, etc. Hence, it is important to note that change is not successful until it is incorporated into the everyday activity of the organization. Good management and shared leadership can play a crucial role in helping to lead organizational change.
Role of Managers
The role of managers in change is key, and it is also very complicated. They must be able to combine their normal, day-to-day obligations, like work related to achieving performance objectives and goals, with the organization’s need to change. Managers cannot delegate their essential role in the change. It’s not enough just to support it, they have to lead it.
What is the Role of Managers in Driving Force for Organizational Change?
The journey of constant change requires a high level of organizational energy for change. This is the main responsibility of the manager. Organizational energy means the extent to which an organization has mobilized its emotional, cognitive, and behavioral potential to pursue its objectives.
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
State of comfortable energy, i.e., when the intensity is low, but the perceived quality is high, people are comfortable, and any change will be perceived as the enemy.
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 traceability between objectives and teamwork, proactive communication of the why, collaboration on what and how, and clarity and agreement on roles and relationships.
Content. The second source of organizational energy is work content, or how work stimulates people and provides them with a sense of accomplishment. The manager works in this sense to enhance people’s intrinsic motivation. Managers and organizations should ensure technical competence, set limits, challenge their people, give autonomy and get out of the way, unlock structural impediments, and accept mistakes.
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. The last source of organizational energy is climate. The managers must contribute to creating the best possible climate by implementing an objective, continuous, and adaptable recognition, incentive system, and providing and receiving continuous feedback.
Conclusion
Organizational change is essential for the growth and development of companies as well as of employees. Managers have a key role in positive change, along with the psychological satisfaction of the workers. Because the role of the manager as a role model will drive change in their teams far more than any other action. Managers must maintain a holistic approach by working to nurture the environment. The role of managers should be like a farmer who works hard on the raw material, and then the employees refine it for progress and growth.
