Evaluate what comes first the organizational change or change in people within the organization? Why? Is there a connection between organizational change and change in people? Explain.
STUDENT 1- DAMA
The employees at the core of any organization comprise the operational framework’s heart. Change in people within the organization is what will drive organizational change. High energy levels of a team of employees that work collaboratively by building on each other’s ideas for change or progress will influence organizational objectives (Cross et al., 2003). When an organization has a team of people that freely share ideas on how to approach or tackle objectives, progress, or change, productivity is harmoniously understood creating an operational community of people that drive the plan and practice. The success of organizational change depends on the response of employee readiness, acceptance, and willingness to face change and be promoted through effective leadership that enhances readiness through communication, honesty, practicality, and guidance (Metwally et al., 2019). Leadership shapes organizational culture and can guide change effectively through positive leadership practices. When an employee is resistant and opening vocal about their unreadiness for change the leader needs to listen and find common ground and balance for what is best for the company and its people.
Cross, R., Baker, W., & Parker, A. (2003). What creates energy in organizations?. MIT Sloan Management Review.
Metwally, D., Ruiz-Palomino, P., Metwally, M., & Gartzia, L. (2019). How ethical leadership shapes employees’ readiness to change: The mediating role of an organizational culture of effectiveness. Frontiers in psychology, 10, 2493.
Yes, there is a connection between organizational change and the change in people. The change in how organizations do as their culture will affect the worker’s way of life on their daily activities towards achieving what the organization culture believes in. The change in technology in any given organization will affect people’s lives to adopt the technology and can change their behaviors. People will have the urge to live as per the technology endorsed by the organization. Change in an organization depends on external and internal factors. Changing the organizational mindset for stakeholder change and comfort should come first when implementing organizational change. The culture of valuing stakeholders allows for cleaner and more effective organizational change. Leaders must be willing to invest the time and energy to help the staff understand empowerment, to inspire the stakeholders to believe in empowerment, and to encourage staff to walk through the newly opened doors to use this newfound opportunity in a positive and creative way (Benson, 2016). These changes can take several years to implement but are essential to the connection of organizational change to the stakeholder and organizational success.
Kareem, J. (2016). The influence of leadership in building a learning organization. IUP Journal of Organizational Behavior, 15(1), 7-18.
STUDENT THREE- YINK
It appears that organizational change is the prelude to change in people. I say this because people will prefer to maintain the status quo until something or change triggers a need to change from the status quo. However, organizational change cannot take place unless people are ready and willing to embrace the change. Furthermore, the implementation of change has to be executed by people. For any change to take place leaders must share information and encourage open communication across the organization. Accordingly, organizational change depends largely on the readiness of members to adopt and adapt to change. To this end, it is critical for the organization to create a learning environment where members can enhance their knowledge and therefore become a learning organization.
The concept of learning organization leads to the development of an organization that comprises employees skilled at creating, acquiring, and transferring knowledge. Such employees could help their organizations to nurture tolerance, foster open discussion, and think systemically (Garvin et al., 2008). To this effect, there are three versions of organizational aspects: (1) organization as facilitator; this involves learning at work where the organization re-directs its practices to facilitate development so that the employees learn at the workplace and in relation to work instead of taking formal courses, away from work; (2) climate for learning is another version in which the organization provides learning tools and opportunities for learning for its employees. In this case, employees are allowed to experiment and make mistakes, reflect on the experiments, and the outcomes during work hours; and (3) the third version, organizational learning, in which what individual employees learn is stored in the form of organizational memory. The organizational memory is continuously updated and serves as a source for conducting further learning (Örtenblad 2018).
Garvin, D. A., Edmondson, A. C., & Gino, F. (2008). Is yours a learning organization?. Harvard business review, 86(3), 109.
Örtenblad, A. (2018). What does “learning organization” mean?. The Learning Organization, 25(3), 150-158.