GIANNA CARMEN MODULE 3 - MPA 513

REACTION PAPER

Getting through the Period of Change - Jhana Jhamaica G. Cantiga

What is an organizational change? Why is it important in an organization? How

do you manage change in an organization?

Organizational change is the process through which a firm or business changes

a key aspect of its structure, such as its culture, the operational infrastructure or

supporting technologies, or its internal procedures. The process of guiding

organizational change to a successful conclusion is known as organizational

change management, and it typically consists of three main phases: preparation,

implementation, and follow-through.

Positive aspects of change in an organization include maintaining a competitive

edge and staying relevant in your industry. Innovation, skill development,

employee development, improved business possibilities, and higher staff morale

are all benefits of change. That's a succinct explanation of why organizations

must make change a key component of their strategy; now, let's look more

closely at the reasons why it's crucial to adapt to change.

The following are tips and suggestions to help manage change in an

organization: understanding the process of change; understanding the forces of

change; creating a plan which broadly outline the reason for change;

communicating is one of the most powerful tools when it comes to guiding your
business and employees through a period of significant change; and lastly,

preparing for roadblocks for not everything go according to the plan.

Effective change management is essential to a company's effectiveness in

running its day-to-day operations because it creates an organized, repeatable,

and quantifiable change environment that can be used throughout the whole

organization. In order to ensure that all changes are implemented thoughtfully

and have the least possible negative effects on the company's services and

customers, it aims to enhance awareness and understanding of proposed

changes within the business.

Enlisting People to Perform and Change – Nestor F. Carmen

When senior leaders fail to recognize that their organizations are social systems,

change programs fail. Thousands of people have thousands of local ties, social

expectations, and unwritten rules that collectively constitute an organization.

These people organize themselves into tribes, which are groups of like-minded

individuals who develop routines for carrying out tasks. Anyone who has ever

attempted to "impose" change on a system is well aware of how resistant this

system is to change.

Understanding these local tribes, which are the basic building blocks of the social

system, and inverting the change process so that tribes own the change are the

keys to altering an organization. You must relinquish authority in order to

influence tribes within organizations, and you must understand that localization is

a process that every change undergoes as it is implemented.

By granting them some degree of control over the change, a smart leader may

successfully address the concerns of the workforce. The following steps will help

the local tribes undergo transformations smoothly: first, establish a shared vision

for how your team will collaborate with other stakeholders to make the change

project a reality. Engage your team in discussions on how to achieve the vision

after it has been created. They must comprehend their duties in putting into

practice a plan that will realize the vision, as well as that of other stakeholders.

For successful change to occur, you need to be a dynamic role model. The

achievement of the transformation must be personally committed to by the leader

for the benefit of the team. Remove obstacles, offer resources, ensure learning,

collaborate with stakeholders, support staff as they adjust to change, track

advancement, and handle resistance promptly to put this into practice.

They should communicate with you frequently and consistently. Instead of

imposing change, have a discussion with your staff about it. Find out their

opinions and emotions by asking them. If you listen, they will talk. Establish a

safe space and a system that enables staff to voice concerns and bring up issues

before they have a chance to worsen or derail. Regardless of a person's position

or level within the business, respond in a fair, reasonable, and in line with the

change's vision.

Leadership: The courage to live the change - Daniel A. Mendizabel

Fear of failure, fear of change, fear of letting go of control, and fear of criticism.

How can a leader deal with fear when implementing change? How can a leader
use it to bolster their determination and inspire greatness in both their team and

the company? From the very top-level existing leaders all the way down to the

very roots of developing leaders, we think it's with courage, trust, and

empowerment. Having the guts to make the tough decisions about the changes

that must be made, believing that leaders and their teams will carry on the

change journey that has already begun, and empowering others by respecting

and believing in their intuition as they adjust to the changes that have already

been made.

A bold leader is one who isn't hesitant to ask for input from others around them in

an open and honest manner. They'll be receptive to hearing the unfiltered input,

willing to take it to heart, and ready to adapt as a result. They will always try to do

what is right, rather than what is expedient. They will have the skills to recognize

when a practice or way of doing things is no longer effective or fit for purpose,

and they will have the courage to challenge this. Courageous leaders must be

willing to hold steady and be absolutely clear on their values and principles at all

times. They must be ready to let go, take chances, and attempt new things as a

result.

Courageous leaders don't hesitate to innovate and do things differently, even

when they are aware of the possibility of failure. They view failure as a tool for

learning and future corporate growth. Leaders build a culture of trust with those

they work with by being able to recognize their faults and vulnerabilities and by

acting like adults while addressing these things. It is important to embrace variety

in all of its manifestations and to see it as an opportunity rather than a problem.

They shouldn't avoid having potentially awkward or tough conversations; instead,

they should be able to identify them for what they are and move on to more

constructive interventions that will benefit both them and their organization.

Words of wisdom from Maya Angelou: "Courage is the most important of all the

virtues because without courage, you can't practice any other virtue consistently."

Existing Employees, New Behaviors: Do you face this challenge? - Ryan Jude P.

Lim

No matter how they are portrayed, problematic employees, difficult employees,

and employees who need to change their attitudes and actions are the misery of

any manager's existence and necessitate special care and skill. The experts

attest that there is no silver bullet, ready-to-use spiel, or psychological exercise

that can instantaneously turn a difficult employee amenable to working with.

As employee attitudes and actions are frequently impacted by circumstances

beyond an employer's control, changing them can be a difficult undertaking. An

individual's personal life, their psychology, and their health, for instance, can play

a large effect in an employee's attitude. While some of these kinds of problems

are beyond the employer's control, others, especially those that are work-related,

are. Managers and business leaders can improve employee attitudes, habits,

and eventually performance by making changes to workplace, work environment,

and business procedures.

There are some ways to support effective change in the behavior of employees,

one is to increase opportunities for growth; creating a career development

program, through mentorship programs, employee training, career counseling,

and similar efforts, these programs provide employees with long-term support for

improving their career prospects, their skills, and so forth; improving the physical

work environment; simplifying the digital employee experience for the digital

workplace and the physical workplace are intertwined and both affect mindsets,

attitudes, and behaviors; investing in management and leadership training;

helping employees find meaning in their work. Another ways is to create the

change you wish to see in the workplace is by embodying that change and hiring

positive people is yet another straightforward way to build a more positive work

atmosphere. Though there are always exceptions to every rule, teams who get

along socially are often more likely to work well together. Better informal

communication in the organization, for instance, can improve formal

communication as well. People’s health is often directly tied to their attitudes and

mindsets. Naturally, employers cannot control employees’ health or how much

they exercise. However, a corporate well-being program can help reduce stress,

boost employees’ emotional and physical health, and improve their attitudes.

Exchange, Mutuality and Coordination – Marl Brian Pila

As mentioned, acceptance of a leader's influence by a group rests on an

exchange process where the leader contributes something and receives

something in return. followers, who may respond in different ways. A need or

demand is easily satisfied through an exchange procedure when a person or

organization agrees to offer some money, commodities, or services in return.

You engage in exchange relationships all the time, and it's that easy.

Relationship marketing involves an extension of the exchange process.

If the management takes the time and makes the effort to develop the

employees' abilities, the quality of the leader-member exchanges can be

improved. The management should encourage staff members to acquire cutting-

edge skills for their personal and professional development. This aids in making

their relationship stable and sound. According to Scandura and Graen (1984)

leader member exchange behavior in an organization can provide greater

productivity, job satisfaction and supervisor satisfaction. Supervisor's support is

significantly high in low LMX group to make them socialized with organization

through exchange of desired behaviors.

Mutual leadership is a team dynamic where individuals take on leadership

positions in specific project areas depending on their talents and expertise to

come up with the best solution. The team recruits a new member as necessary

when those members lack the necessary skills. It all boils down to this when it

comes to management and leadership. It doesn't matter who is the leader or the

follower. It is about supporting one another, cooperating on a larger goal, and

cooperating. Its foundation is built on mutual trust and understanding of roles.

Workplace relationships require strong interpersonal skills. A leader may find it

challenging to unite a team and complete a project without strong relationships.

Collaboration is only a useful tool in the workplace if the participants get along.

Your job will be more pleasurable if you have good working relationships.

Additionally, cohesive teams are more productive, which gives you more time to
come up with new ideas and concentrate on your personal growth. Making new

contacts in the business world will also help you advance your career. This will

assist you in prioritizing your goals and concentrating on teamwork, which is

crucial because it takes a team to achieve those goals. In building relationships

and creating communities, good leaders are better able to acclimate to changes

and work with more diverse teams.

Coordination is the integration, unification, and synchronization of departmental

efforts to provide a unified front for accomplishing shared objectives. a factor

connecting all other managerial duties. It applies to collective efforts rather than

individual ones. Since coordination combines the organization's material and

human resources, it primarily ensures that workers do not perform work that is

not intended for them. Less resource wastage results in better resource

utilization for the organization.

Your ability to coordinate duties might also demonstrate to a potential employer

that you are qualified for a managerial job or an increase in your workload that

could lead to a pay raise. Hiring managers may seek evidence of coordination

abilities on resumes and use them to support raises or promotions. A feeling of

order can be injected into the resultant chaos through efficient coordination of

activities and structures. In general, coordination is the deliberate alignment of

individual responses to maximize impact and create synergy. a circumstance in

which the whole is larger than the sum of the parts.

Reconnecting Organization Designs to People - John Yitzhak S. Cueva

The process of designing an organization's structure and operations is known as

organization design. It covers a wide range of areas of working life, including as

team structures, work schedules, reporting lines, decision-making processes,

communication routes, and more. Any sort of organization can benefit from

organization design and redesign in order to fulfill its objectives. There are

instances when a thorough reorganization is required. At other times, more minor

modifications to an organization's systems and structures might guarantee its

survival.

Redesigning an organization is inevitable. Unmistakable advantages of a

successful redesign include quicker growth, improved decision-making, and

increased productivity. Less than 25% of redesign initiatives, however, result in

improved performance. Small structural alterations or pre-made de-layering

techniques rarely have long-lasting benefits. Successful redesigns go beyond

"boxes and lines" to fulfill a comprehensive set of design imperatives; they don't

only address problems. By connecting to strategy, assuring accountability,

facilitating enterprise-wide collaboration, and tackling behavior change and other

hurdles holding people back, we develop a more effective operating model by

assessing the strengths and opportunities specific to each firm. And we employ

tech-enabled methods that can produce more value in as little as half the time.

Organizational structures are important because they help businesses implement

efficient decision-making processes. By assigning specialized roles to lower-level

employees, businesses can make better decisions faster.

For the majority of businesses, especially smaller ones that don't necessarily

have a large number of departments or call for several connections in the chain

of command or communication, a classic line organizational structure is actually

the best place to start. The organizational structure's job is to identify candidates

who best match each job description. Roles ensure that each employee is

handling crucial tasks without duplication in organizations large enough to have

several employees in each department. It outlines how specific tasks are

assigned in order to accomplish a particular objective. It describes a worker's

position and several duties within an organization. Employees will be located

higher up on the organizational hierarchy the more authority they have.

Reconnecting Organization Designs to Performance and Work - Cherlyn G.

Quevedo

According to the study's findings, organizational structure has an impact on how

well employees work; a disorganized organizational structure is likely to result in

low productivity, limited task delegation, no incentive programs, and centralized

decision-making. The team structure refers to how well-defined and well-

understood by its members are the team's working procedures, priorities,

leadership duties, and processes. The single-dimension construct known as

team structure is made up of these three elements. A well-structured team, more

particularly, has a defined hierarchy of positions, a clear division of labor, and

rules or procedures that guide the team's work.

An organizational structure serves to facilitate the achievement of goals and

objectives by the organization as well as the effective and efficient completion of

tasks by personnel. An organizational structure assigns employees specific job

roles and duties and aids in activity coordination and management. The project-

based organizational structure, which combines the best aspects of both classic

line and functional organizational structures, is the most efficient type of

structure. It is straightforward, with the initial layers reporting only to a direct

supervisor. The team in charge of finishing whatever task has been assigned to

them is on the top tier.A