Managing Change and Transition

Managing Change and Transition

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Managing Change and Transition

A Critique of the Article

Organization should be aware or attentive of the human element and its implications for the success of all management change decisions (Brisson, 2010). The success behind management change lies upon or depends on vision and mission of the organization, employees’ willingness to work towards the changes, organization structure, and availability of resources. Managers or organizational leaders who ignore this especially employee’s willingness to work toward changes related goals guarantee themselves a failure.

Different aspects of organizational change

Thinking: It entails how people understand the organization and the ability of these employees to learn i.e. how well ideas are tailored in to meet the needs of the organization.

Behaviors: It entails, how people react to these organizational changes, how the changes are discussed within the organization.

Infrastructure: This is the physical environment where changes are taking place i.e. technology, organizational structure etc.

The role that leader vision and organizational climate plays in a change management strategy

Many researches on leadership and organization points out that organization are operating in an increasingly complex environment (Brisson, 2010). Transformation therefore, requires leadership. An organization change requires or needs creation of a new system and institutionalizing the new approaches. The leaders of the due to of their influence in the organization. are in good position to playing a role in enhancing an organizational change happens. The employees also expect their leaders to take full responsibility for an organizational transformation

Indeed, there is empirical evidence that the role of leaders in the change process does have a significant impact on the success of a change effort.

How the leadership style that was identified as your primary preference would fit into the models of change presented.

Authoritarian and participative: The leaders express authoritarian characteristics by leading or directing his team. He or she tells his team what to do and what one should not do. Participative as the leadership style described in our article is the responsibility of a leader to take full responsibility or control and fully participate in bringing about an organization change (Brisson, 2010). He or she listens to the idea of his or her team and incorporates some of these ideas to bring about an organization change.

How effective change initiatives can influence organizational performance.

The HR professionals in an organization need to have the skills, abilities and knowledge to not only adapt to an organizational changes but also to be able to identify when a change in an organization is required and how to leverage such opportunities successfully (Leahy,et al. 2012).

In today’s dynamic business world, any organizational change that is not well managed can strain any human resource ability to help an organization create and maintain competitive advantage. This article provides the steps and strategies that should lead the everyday Human Resource professional to a higher level of effectiveness through the process of organizational change.


Brisson-Banks, C. V. (2010). Managing change and transitions: a comparison of different models and their commonalities. Library Management, 31(4/5), 241-252.

Leahy, K., Oster, G., Hollinger, T. D., & Stone, S. M. (2012). Strategic Thinking: A Matter of Organizational Survival 5 By Leo Wiltshire The Evolution of Electronic Systems Technology and its 8 Impact on Methods of Innovation.

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