Managing Change

Best Practice

The best practice model involves key processes of an organisation to create outstanding performance. Supported by figure 1.2 of appendix, goals are set as integrated strategy of the organisation and catalysts such as cultural enablers and information enablers, enacted with operational practices, will derive efficiency, effectiveness and equity.

External information such as benchmarking induces ‘comparison of similar operations, systems, processes’ (Ahmed, 1998) so that quality control is supervised and premium products can be offered to customers.

Through this model, organisations liberate employees’ decision-making, permitting them to make, receive or reject change (Bebbington, 2007) that incurs higher sense of belonging to the company through empowerment while change leadership resolve reluctance among employees to accept new ideas and procedures essential to transform outdated company policies to suit the environment trend.

Advantages occur as operational practices such as use of technology creates updated products to match the demanding wants of the ever-changing consumer market.

For example, in Kodak, the use of technology to digital media printing produces quick photo development services as compared to manual photo development methods. This proves efficiency as an outcome of process improvement techniques where customer satisfaction accrued through better and swift photos development.

Furthermore, customer and suppliers relations points to a favourable situation as exchange of information openly to resolve problems create commitment for improvement and shared benefits (Ryals, 2007) since all parties become ascertain about their business partnership with mutual understanding and time wastage is reduced to guess customers’ desire or what suppliers can offer.

Additionally, organisational structure brings about allocation of responsibility for change (Kalev, 2006) as defined job scopes enables employees to clearly apprehend their assignments. With people management, proper work procedures are followed by employees carefully, hence, avoiding misakes.

Yet, drawbacks are found where mutual independence declines flexibility. Quality may not be sustained in the long run (Reijers, 2005) as use of technology with advanced information systems may be costly for organisations. Therefore, efficiency diminishes with time when rigidity occurs, impeding work progression as financial problems appear.

Kotter’s 8 steps Change Model

Kotter’s leading change contemporary model involves 8 steps of transforming an organisation for the better.

With reference to figure 1.3 of appendix, establishing a sense of urgency will make employees realise problems that an organisation are facing and the opportunities available for it to expand

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