Impact Of Motivation On Organizational Change Management Essay

Impact Of motivating On Organizational replace Management EssayThis force field focuses on a search root Impact of demand on organisational modify, on the basis of the theories of explore Methodology for Business.The outline of the project result coverChapter 1 provides the ambit of the hold up underlining substantial objectives, questions and hypothesis of the assume.Chapter 2 focuses on general definitions. good examples and theories relate to motivation, leadershiphip style influencing motivation at clock clip of lurch and converse process, methods and models will be reviewed and described.ReferencesChapter 11. Introduction1.1 BackgroundOrganizations atomic number 18 tag by constant forms taking place in its orientation, strategies and even morphological set up. The turners pauperisation to constantly adapt themselves to such spays. This often private road stress on their mindset and affect their work quality. At this articulation it is important to shove away any misconception or doubts and bring cover version the trust, which is extremely essential for the geological formational victory. In order to achieve this, cozy confabulation learns to be strong and effective. thither is a incident the motivation in the workforce might be restored through no-hit communication within the organization.Information Technology provides several options for this. E-mails, intranets and other innovations facilitateant in meeting the high demand of communication during such time of alteration within the organization (Wojtecki and Peters, 2000). Face to face communication alike might help a lot to sort out the deviances. at that place suffer been mostly separate studies or so leadership and grapevine communication. fit in to McKenna (2000), leadership is an art that potty get the optimum work needful for the organization. The leader also communicates the organizations goals to his team up members. He does non discuss about th e communication that is to a greater extent important between the leader and the team and the authorisation when such communication occurs in an informal way that leads to more inter motion and hence develops a bond with each employee and all together leads to commitment. concord to Robert E. Hoskisson, Organizational Structure specifies the firms formal reporting relationships, procedures, controls, and authority and decision fashioning processes. (Hoskisson, 2008, p.100) This accrues to the basic framework of assigning roles, allocation of resources and provides a basis for cooperation, coordination and communication among the organisational hierarchy (Hoskisson, 2008).Harris and Hartman discuss the problems of Grapevine. According to them, it is not a honest source and rearnot provide full information and maybe distorted (Harris Hartman, 2002). In the article, Heard it through the grapevine for communicating during remove, facts and tips by Baxter-Southward, an extensive study has been make about grapevine communication- the negatives and the positives, and how to manage with this in organizations.However the counterbalance answer can be provided by a proper check over of the opinions of managers and histrions. Whether such communication actually restores the faith and motivation and can promote in fortunate implementation of trade will be explored in this research.1.2 Objectives, research questions and research hypothesesThe objective of this study is to deal with the issue relating to organizational behavior and organizational development. This study is to analyze whether the successful communication by the organization to its employees at the time of diversify will result in the motivated workforce and lead to successful change or not. Additionally, the research will analyze the effectiveness of favourable leadership and managerial as a means to improve to motivation, productivity, employee job satisfaction and commitment.The core objec tives of the study atomic number 18To study the components of subway system to organizational change viewed from the workforce.To study the motivational fixingss to implement change successfullyTo investigate whether communication is the most fine factor in implementing change base on objectives identified, the following questions be raisedWhat are the components of resistance to organizational change?What are the exact motivational factors in implementing change?Is communication the most critical factor in implementing change?Based on objectives, conceptualizing structure for this research has been developed. The briny variables are evidently showed through coherent analysis in the structure. Based on this structure, the null and alternative hypotheses are developed as the followings at that place is a set of components of resistance to change from the organization development conjecture.thither are critical success factors in motivating workforce to play change.The communi cation factor is most critical success factor in implementing change.1.3 Scope diverge is inevitable. Whether an employee is at the higher aim of or at the lower level of an organization, one thing the employee can be trusted of in the future is that at that place will be change. In this luxuriant environment it is important for the managers to react quickly. motif of employees at the time of change via successful communication will lead to successful communication or not will be described. Moreover, it will be analyzed whether communication can or cannot bring a motivated workforce. Further more, the occurrent research will be focused on essence of good leaders in motivating employees and increasing productivity.Chapter 22.1 transfer and substitute ManagementSuccess is not just for survival it must be achieved in a world of intense competition, continued globalization, and rapid engineering science change (Schermerhorn, 1996). Currently change has be go down the part and p arcel of both organization to predict future trends and to forecast the changes that need to be encountered. Change is an ongoing process in every organization and for the organization to be successful and survive in a dynamic environment, it is important to perk up effective management of human resources(Mullin, 2005).People are the major resource of any organization (MULLINS, 2005). The efficiency of staff, their commitment towards the aims of the organization, and the skills and attitudes they bring to stand on the quality of service offered will undoubtedly affect the overall success of an organization (MULLINS, 2005)So in order to achieve success, it is vital for the organization to develop communication processes, motivation processes and a working environment that will help to ensure that individualists will deliver results in accordance with expectations of management.2.1.1 heart and soul Principals that revolves around changeAccording to Bernstein (2003) over 70 % of al l organizational change efforts fail to meet expectation and delivered planned results. Before implementing change in an organization it is very important for the leader to understand the difference between the change and the transition process. Additionally, a leader should keep in mind that the success of change implementation process is a unwrap driver of how organization will deal with changes, how changes are directed and administered by the leader.According to Barons Greenberg (1990) on that point several principals about changePeople wisdom about changeIndividual barriers to changeEconomic insecurity business organisation to UnknownThreats to social relationshipHabitsFailure to recognize need for changeAdditionally Barons Greenberg (1990) listed the following organization barriers to changeStructural inertia lam group inertiaThreat to existing balance of powerantecedently unsuccessful change effortsAccording to Bennis, Benne, Chin, R. (1985) there are several tombstone drivers to changeNature of workforceCompetitionTechnologyEconomic Shocks changing social trendsWorld politics2.1.2Classification of changeTable 1-Classification of changesAccording to Ackerman (1997) there are triplet types of changes root word http//rmc.library.cornell.edu/EAD/htmldocs/RMM06299.html2.1.3 Organization Change Management ModelAs per the theory proposed by Kurt Lewin there are three stages in change process as illustrated in Table 2. designing 1-Kurt Lewins Change modelChange_modellewin address http//ic-pod.typepad.com/design_at_the_edge/organisational_change/Table 2-Stages in Change Process ascendent http//www.change-management-coach.com/kurt_lewin.htmlThe research conducted by Hayes in the year 2002 shows that, most of the change management process models have three phases as illustrated in mental image 2. calculate 2-Change management Process PhasesSource http//www.change-management.com/tutorial-change-process-detailed.htm2.1.4 impedance to ChangeFigure 2-Resist ance to ChangeResist.JPGResistance to change consists of any employee behavior designed to discredit, moderate or prevent the implementation of work change. According to Kotter (1996) resistance to change is the action pipn by individuals and groups when they perceive that a change that is occurring as a threat to them. Most of actions that are sop upn to manage change fail due to improper planning and implementation (Coriat, 2002).There are three different types of resistance among employees (Newstrom Davis, 1993) as illustrated in Table 3.Table 3-Types of ResistanceSource http//www.cipd.co.uk/subjects/corpstrtgy/changemmt/chngmgmt.htmAccording to Kotter Schlesinger (1979) there are four main reasons mess in an organization resist change as described in Table 4Table 4-Reaons for ChangeSourcehttp//www.valuebasedmanagement.net/methods_kotter_change_approaches.htmlKotter Schlesinger (1979) suggested ways to deal with the changes which have been illustrated in Table 5.Table 5-Re aons for overcoming resistance to changeSourcehttp//www.valuebasedmanagement.net/methods_kotter_change_approaches.html2.1.5 Successful change vs. Unsuccessful changeA study that is done by the Conference Board of Canada found that 66 percent of organizations that finished streamlining initiatives showed no instantaneous enhance in productivity more than 50 percent realized no short-term profit improvement and scarce 30 percent actually lowered costs (Thompson McHugh, 2002). These are amaze figures that would be enough to dishearten any organization contemplating major strategic change. These results are leafy vegetable when organizations focus their change efforts and priorities on processes, finances and structures. There is no fool proof way of making all aspects of organizational change run flawlessly. However by valuing, respecting and communicating with throng, by devoting as much effort and attention to the needs of employees, any organization is swell up on the way to managing change effectively (Sisson, 2002).When tidy sum are confronted with the need or opportunity to change, especially when its enforced, as they see it, by the organization, they can become emotional. So can the managers who try to manage the change (Nichols, 2000). distribute the emotional feelings, taking a step back, encouraging objectivity, is important to enable sensible and constructive dialogue. To this end, managers and trainers can find it helpful to use analogies to assist themselves and other staff to look at change in a more detached way. Kotter (1996) identified eight key reasons for successful change as described in Table 6.Table 6-Successful Change moveDescriptionIncrease UrgencyLeader should set an example for there employees and should be proactive to the situation. So, that the leader can inspire people and can make real and relevant objectives.Building the guiding team sense a devoted team with undecomposed expressive dedication and right mix of skill.Get the fantasy rightFind a team which will follow a simple vision and strategy and work on creative aspects.Communicate for Buy inInvolve as many people as you can, communicate transparently and respond to people needs proactively. Use technology in favors of you and not against you.Empower actionEliminate obstacles, allow positive feedback and lots of shore up from leaders reward and recognize progress and achievements.Create short term wins focalize on short terms wins. Manage your initiates accordingly and prioritize your tasks. conclusion current stages forward jumping into new one.Dont Let up gain willpower and perseverance. Encourage ongoing process reporting, highlight achieved and future milestone. claim change stickStrengthen the importance of successful change via recruitment, onward motion and new change leaders. Merge change into culture.Source Kotter, J. P. (1996). Leading change. Boston, MA Harvard Business Press, 3-15.Additionally Kotter (1996) identified eight reas ons of unsuccessful change processesAllowing excessively much complacencyFailing to build a substantial calculusNot understanding the need for a clear visionPermitting roadblocks against the visionNot planning for short term results and not realizing themDeclaring victory excessively soonFail to anchor changes in corporate culture2.2 constituent of Communication and Consultation at time of ChangeOne of the common issues faced by the organization age under going change is to find the measures for effective communication with their employees. Leaders communication and source is important for every management function. The effective communication and consultation plans results in successful implementation of change. The steps for communication for effective change management have been illustrated in Table 7.Table 7-Steps for Successful CommunicationSource http//humanresources.about.com/od/changemanagement/a/change_lessons2.htm2.2.1Steps in Formal Consultation processBased on Sche in (1999) research formal consultation process include following main steps as described in Table 8.Table 8-Steps in formal consultationSource http//www.goodpracticeparticipate.govt.nz/levels-of-participation/one-off-consultation/steps-in-formal-consultation.html2.3 MotivationThe level of performance of employees relies not only on their actual skills but also on the level of motivation each person exhibits (Burney et al., 2007). Motivation is an inner drive or an external inducement to behave in some particular way, typically a way that will lead to rewards (Dessler, 1978). Over-achieving, talented employees are the control force of all firms so it is essential that organizations strive to motivate and accommodate on to the best employees (Harrington, 2003). In a turbulent environment where changes take place very often, therefore it becomes important for managers to analyze the level of motivation of each employee.Every individual have their own set of reasons to get motivated. Some individuals are motivated by financial factors while others are motivated by non financial factors as illustrated in Figure 3. Motivation can be classified as external or innate motivation. Finishing deadline on time is an example of external motivation. The fear of loosing a job in case of uncompleted task is an example of innate motivation. Both the external and internal motivation is equally powerful.Figure 3- pecuniary and Non Financial MotivatorsThe four most powerful type of motivation that can act an individual are listed in Table 9.Table 9-Types of Motivation compassionate beings are complex in nature, and are usually motivated by a combination of four elements. Figure 4 illustrates 4 types of motivation, which come together to produce four key areas for the managers to focus on when trying to motivate their employees.Figure 4-Four key elements of motivationSource http//www.wishfulthinking.co.uk/2009/02/11/motivation-during-a-recession/2.3.1 major Theories of Moti vationMotivation is not only in a unity direction i.e. downwards. In the present scenario, where the workforce is more informed, more aware, more educated and goal oriented, the role of motivation has left the boundaries of the hierarchy of management. The Figure below shows the major theories of motivation that can be applied in the working environment as well on the employees to see the relate of motivation on the organization as a whole.Figure 5-Theories of MotivationMaslows Hierarchy of NeedsFigure 6-Maslows hierarchy of needsBy applying Maslows theory of motivation, modern leaders and managers find way of employee motivation for the reason of worker and workforce management. According to Maslow the humans are motivated by insatiable needs and the needs which are at low level should be satisfied initially and then the higher order need should be looked upon. As given in Figure 6 there are five general needs of the humans that should be satisfied before the human start behaving unselfishly. Therefore, in a real work time scenario it becomes important for the leader to understand which needs is currently active for an individual employee motivation.Herzbergs Two Factor conjectureFigure 7-Hygiene and Motivation factorSourcehttp//www.biomedcentral.com/content/figures/1472-6920-9-49-1.jpgThe psychologist Fredrick Herzberg asked the questions from employees in the year 1950s and 60s for understanding employee satisfaction. The results of its finding revealed that there are some factors of a job which are constantly attached to job satisfaction, while dissimilar factors are linked with job dissatisfaction. The hygiene and motivation factors are illustrated in Figure 7.To apply Herzbergs theory, managers need to take up a two stage process to motivate people. Firstly, managers need eliminate the dissatisfactions the employees are experiencing and, secondly, managers need to help employees to find satisfaction. fair-mindedness Theory/ Social equation TheoryFi gure 8-Equity TheorySource http//www.businessballs.com/adamsequitytheory.htmEquity theory states that employee always tend to analyze the situation (Outcomes) they get while working in relation to what they invested (Inputs). Additionally they also willing to compare what are the ratio between what they get from what they put in. Moreover people also attempt to compare their input and outputs with their coworkers as illustrated below.Figure 8-Equity ComparisonSource http//www.businessballs.com/adamsequitytheory.htm2.4SummaryAccording to the literature the change must be consulted at the same time practices show that change can only be successful with proper consultation and internal communication process. Literature of this study suggests that it is important to implement changes with proper implementation strategy, internal communication and consultation in order to achieve goals and avoid failed change, poor morale and resistance to further change.