In today’s rapid and ever changing environment, change is the talk of the town. Organisations nee... more In today’s rapid and ever changing environment, change is the talk of the town. Organisations need to think as an integrated entity that adds value to customers (Potter 1997). When organisations change leaders, the resistance to change is increasing. The ‘’legacy of disappointment’’ and mistrust leads to huge resistance for the next change. The frustrating failure rate of change programmes of up to 70 per cent has led to an increase in the literature of designing effective change programs (Balogun 2006).
It’s widely accepted in the literature that the success of implementing a strategic change is highly affected by the interpretation and the engagement of the employees to the change programme. Fortunately, managers have realised that the challenge is not only the communication or the strategy formulation; the real challenge is the ‘translation’ of the strategies by the organisation. The effective translation of the strategy has implications for the processes of goal setting and performance management, the competencies and capabilities of managers, and the attitude and behaviour of people across the organisation (Scott 2008).
That’s to say, managing change programmes effectively require a combination of the hard top bottom approach and soft high involvement approach of leading change by setting a direction for the interpretation and the reactions toward the change programme.
This paper discusses the different approaches of leading change and highlights the importance of the competencies and capabilities required for the organisation to successfully change. It shows that senior managers can initiate and influence the direction for change, but not to direct the change.
In today’s rapid and ever changing environment, change is the talk of the town. Organisations nee... more In today’s rapid and ever changing environment, change is the talk of the town. Organisations need to think as an integrated entity that adds value to customers (Potter 1997). When organisations change leaders, the resistance to change is increasing. The ‘’legacy of disappointment’’ and mistrust leads to huge resistance for the next change. The frustrating failure rate of change programmes of up to 70 per cent has led to an increase in the literature of designing effective change programs (Balogun 2006).
It’s widely accepted in the literature that the success of implementing a strategic change is highly affected by the interpretation and the engagement of the employees to the change programme. Fortunately, managers have realised that the challenge is not only the communication or the strategy formulation; the real challenge is the ‘translation’ of the strategies by the organisation. The effective translation of the strategy has implications for the processes of goal setting and performance management, the competencies and capabilities of managers, and the attitude and behaviour of people across the organisation (Scott 2008).
That’s to say, managing change programmes effectively require a combination of the hard top bottom approach and soft high involvement approach of leading change by setting a direction for the interpretation and the reactions toward the change programme.
This paper discusses the different approaches of leading change and highlights the importance of the competencies and capabilities required for the organisation to successfully change. It shows that senior managers can initiate and influence the direction for change, but not to direct the change.
Uploads
Papers by Alex Serry
It’s widely accepted in the literature that the success of implementing a strategic change is highly affected by the interpretation and the engagement of the employees to the change programme. Fortunately, managers have realised that the challenge is not only the communication or the strategy formulation; the real challenge is the ‘translation’ of the strategies by the organisation. The effective translation of the strategy has implications for the processes of goal setting and performance management, the competencies and capabilities of managers, and the attitude and behaviour of people
across the organisation (Scott 2008).
That’s to say, managing change programmes effectively require a combination of the hard top bottom approach and soft high involvement approach of leading change by setting a direction for the interpretation and the reactions toward the change programme.
This paper discusses the different approaches of leading change and highlights the importance of the competencies and capabilities required for the organisation to successfully change. It shows that senior managers can initiate and influence the direction for change, but not to direct the change.
It’s widely accepted in the literature that the success of implementing a strategic change is highly affected by the interpretation and the engagement of the employees to the change programme. Fortunately, managers have realised that the challenge is not only the communication or the strategy formulation; the real challenge is the ‘translation’ of the strategies by the organisation. The effective translation of the strategy has implications for the processes of goal setting and performance management, the competencies and capabilities of managers, and the attitude and behaviour of people
across the organisation (Scott 2008).
That’s to say, managing change programmes effectively require a combination of the hard top bottom approach and soft high involvement approach of leading change by setting a direction for the interpretation and the reactions toward the change programme.
This paper discusses the different approaches of leading change and highlights the importance of the competencies and capabilities required for the organisation to successfully change. It shows that senior managers can initiate and influence the direction for change, but not to direct the change.