ORGB 4781_ Assignment 5

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Thompson Rivers University *

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4871

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Management

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Feb 20, 2024

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ORGB 4871 Introduction This module helped me to understand how change is institutionalized for the employees within an organization and how they move through the entire change process. I understood about organizational characteristics affecting institutionalization as well as the methods & processes that help determine if institutionalization is evident. Finally, I understood how these emerging trends in the economy, workforce, technology, and organizations will impact a manager/leader's role in relation to an institutionalization of change for any future change activities. This, in turn, helps create the capacity for continuous change, learning, and improvement within the organization. Q1. Discuss your understanding of institutionalization of change. In your discussion, indicate how organizational characteristics affect institutionalization. Institutionalization refers to an overall conversion of behaviors and skills in an organization to drive the change process (Wischenvsky, 2006). The employees in the organization should ultimately change their behavior within the workplace. Therefore, with the institutionalization of change in the organization, the change becomes a part and piece of the organizational culture. Below is a discussion of how organizational characteristics affect institutionalization. I. The state of the business environment and technology: When the business environment is stable then the process of institutionalization is easily realized unlike when the environment is unstable (Eisenstadt, 2004). The same applies to the technology that is applied in the organization. When the technology matches up with the change that is being adopted then the institutionalization process will be easily and successfully realized. II. The relationship between the workers and management: The relationship between the two groups contributes a lot in implementing any change in the organization. For instance, if the two groups are conflicting then the process of change implementation will take time and may even be impossible. On the other

hand, if there is no conflict between the two groups, the implementation of change will be smoother and easier. E.g. Unionized settings may make change more difficult to implement unless there is a good relationship between the union and management. III. The level of change involvement within the organization: Change in the organization must be understood clearly at every level of the organization. This constitutes the organization's managerial philosophy, strategy, and structure. Institutionalization will be easily facilitated once everyone accepts the change that is being introduced in the organization. IV. Support to assist in change process: For change to be successful, there must be support internally whereby the leadership and even the employees have embraced the said change. It also requires support from outside such as change consultants who will also assist in facilitating the change process. With this kind of support, it will be easier to institutionalize the change process in the organization than when there is no support at all. Q2. Describe your assessment method to determine if institutionalization is evident. What outcomes and indicators would illustrate that institutionalization is evident? As defined earlier, institutionalization refers to the process of applying a change in an organization in a bid to increase productivity for the organization (Schraeder, 2006). Below is the assessment method to determine if institutionalization is evident within an organization: I. Change is Evident: The existence of institutionalization will be evident if the change process is persistent within the organization. Once the change has been implemented, it should persist and not be short lived before it achieves its set outcome and objectives. II. Communication: Relatively institutionalization will be evident if there is a continued process of communication about the beliefs, preferences, norms and values that are necessary to promote the persistence of the proposed changes.

Reading by Cummings and Worley (2005) describe the following five indicators of institutionalization. These queries can provide a clear representation of whether the anticipated change has been institutionalized.  The amount of knowledge people have in regards to the new behaviors  The degree to which the new actions are performed  Degree to which organizational members privately accept the changes  Extent of the employees to adopting the appropriateness of the changes  Whether there is social consensus on the values relating to the proposed changes  The outcomes that indicate that institutionalization is evident are:  Improved job behaviors from the workers in the organization  Improved performance among the employees  Employees improved attitude towards the job.  Improved organizational norms, values, and organizational culture Q3. Select and describe three institutionalization processes that would illustrate that institutionalization is not evident as a result of the change implementation process. The first process of institutionalization, acquisition, and commitment is very important because they clearly ensure that the new behavior exists and the individuals are committed to adopting the new changes. Without commitment and acquisition, then it is evident that institutionalization does not exist ‘in the organization (Eisenstadt, 2004). Below are three institutionalization processes in an organization that would illustrate change is not evident: I. No socialization and or communication regarding the new change in the organization. This is also a result of employees becoming tired and discouraged of the change. II. Failure of adoption of the pilot group who volunteered to be part of the change strategy.

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III. Unenticing reward system: The reward system that is set in place is not being utilized or the employees are not motivated by it. Hence, proving that institutionalization is not evident. Q4. Discuss how a manager could create the capacity for continuous change, learning, and improvement. In your discussion, include examples and references to the readings. When change is introduced in the organization there is always the need to ensure it is upheld and that the employees keep on learning how to operate on the new changes. According to Jick & Peiperl (2003), it is the "journey" that should be institutionalized, and organizations should perhaps be looking at an orientation of continuous change; it is important to ensure that the improvement is considered a continuous process. In this case, the leaders in the organization are always the agents of change. And they can create capacity for continuous change, learning and improvement throughout: I. ECO Model: An organization can adopt the ECO model where change is a continuous process. This model identifies five key components of the Ever- Changing Organization as an organizational system: environment, stabilizing base, operating practices, continuous improvement, and continuous learning. Althoug implementation of this model primarily requires commitment from the top executives and a team to assist the organization for the adoption of the model. II. Identification of Change Initiatives : A manager should create a holistic view/journey for the organization. i.e. where the organization is heading and what initiatives it needs to adopt for the vision to be realized. It also helps the employees and other stakeholders in the organization to continue upholding the introduced initiative (Jacobs, 1999). III. Organization Culture: The organization culture needs to encompass learning and improvement as part of the job description. A great example would be how Toyota adopts TQM and Motorola the Six sigma mythologies.

IV. Organizational Structure: A manager and or top executives should consider a matrix style organization structure which would be able to adopt change quicker than a divisional or functional structure. V. Multiple project integration strategy : A manager must integrate and streamline work across all departments to ensure that all dependencies are met. Q5. Describe future trends that may impact upon the role of the manager in relation to institutionalization of change. Include examples that would be relevant to your particular workplace environment. According to Cummings and Worley (2005), future trends impacting upon an organization's changes will appear in relation to the economy, workforce, and technology and will impact both organizational change and organizational development activities. The role of a manager in relation to the institutionalization of change will be impacted due to the following trends. I. Continuous Organizational Change : With the ever-changing environment faced by organizations these days, it is inevitable that organization must adopt some sort of a continues change processes. II. Technology: Technology capabilities such as video conferencing, instant messaging, cloud computing and online metrics will be utilized for the change processes for employees/organization around the globe. III. Continuous Learning Environment : Learning will be required, given the new trends impacting upon future change activities are unavoidable. IV. All Shapes and Sizes: Organizational development and changes are being required by all types of companies (small start-ups, government organizations, and multinational organizations). Organizations will be obligated to be more flexible to stay competitive. V. Cross-Cultural : Due to globalization, cultural differences will intensify. This is an area that is expanding due to mergers, alliances, and outsourcing. As a result, cultural matters will move to the forefront of change activities.

VI. Use of Change Consultants : The trend of organizations hiring consultants to introduce a change means that the role of managers would be left out during implementation. Due to this trend, the role of a manager in the institutionalization of change will change. Nevertheless, managers will always remain agents of change. E.g. In my previous IT role, first level technical support was off-shored. This was possible due to the technology capabilities of video conferencing and remote dial-in capabilities. The outcome was that the IT team manager was able to keep the department budget down whilst keeping similar expert resources. As part of the future trends, the team manager was able to manage his team via technological capabilities i.e. video conferring, IT ticket system to monitor effeminacy in a cross-cultured environment. Summary In this assignment, I went trough the institutionalization processes which is the last phase of the change process. This process was then followed by the assessment of the institutionalization to determine if the goal of institutionalization was realized. Once an organization successfully identifies successful strategies that work for them, these are then available for future changes the organization may try to implement. This would also help avoid going through a learning curve and would make the change process more manageable. My personal belief is the future of every organization should be to adopt a part, if not all of the Ever-Changing Organization model. As this model would be able to respond to future demands for change and keep the organization competitive, customers happy and employees well motivated and engaged. References Holman, P. (1999, May/June). Unlocking the mystery of effective large scale change. At Work, 8(3), 7-11. Retrieved from: http://peggyholman.com/papers/articles/ (2008)

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Cummings, T. G., & Worley, C. G. (2005). Institutionalizing interventions. Organization, Development, and Change (8th ed., pp. 189-199). Mason, OH: South-Western. Cummings, T. G., & Worley, C. G. (2005). Future directions in organization development. Organization. Development, and Change (8th ed., pp. 611-625). Mason, OH: South-Western. Pieters, G. R., & Young, D. W. (2000). The ever-changing organization model. The Ever-Changing Organization: Creating the Capacity for Continuous Change, Learning, and Improvement (pp. 21-33). Boca Raton, FL.: St. Lucie Press. Eisenstadt, S. N. (2004). Institutionalization and Change. American Sociological Association, 35-47. Jacobs, R. L. (1999). Institutionalization of Organizational Change. Harvard Business Review, 68-70. Jick, T. &. (2003). Managing Change: Cases and Concept. New York: McGraw-Hill. Mirvis, P. &. (2007). Failures in Organizational Change. New York: John Wiley. Wischenvsky, J. D. (2006). Organizational Transformation and Performance: An Examination of Three Perspectives. Journal of Managerial Issues, 34-36.

ORGB 4781_ Assignment 5

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