3SCO SUPPORTING CHANGE WITHIN ORGANISATIONS

Unit Overview 

This cipd level 3 unit is about change management in organizations. If you're writing about the firm's history, make sure you provide the reader enough background knowledge to understand what the company does. The history of a company should include information on when it was founded and who were the founders; this shows how long the business has been in operation.

The company's industry should also be covered in the company's background information. In addition, the reader wants to know if the company is small, medium, or huge. The company's goods and services must be mentioned in the introduction.

Learning Outcome 

This module requires you to be more practical and provide specific yet pertinent examples of how your change organisation conducts changes. 3SCO is about change management, and you must apply applicable theories of change, such as those developed by Kottler and Lewin.

A well-written assignment should also exhibit a comprehension of the behavioural response, which is a critical component of the paper. As such, demonstrate how managers influence people from a position of opposition to acceptance. Most importantly, examples from your organisation should demonstrate your command of the processes necessary to facilitate organisational change.

Why Your Organization Needs a New Approach to Success

Organizational changes should only be accelerated if absolutely necessary. As a result, the organisation you've picked must show why making the necessary alterations is a good idea. Organizational change can be explained by both internal and external variables, depending on which ones you've selected.

People, systems, and structures are all factors in the internal environment. Changes in the organization's leadership or culture, for example, could have an effect. In terms of the external environment, this refers to variables outside the company's control that could lead to a shift. Economic, technological, and political influences are examples of external environment factors.

Factors that contribute to the process of change

In order to speed up the process of change, a business must have a supportive environment. There are several aspects of an organisation that play a role in the process of change, from the structure of the business to its culture:

How individuals in an organisation act in regards to their work and other things is referred to as "organisational culture."

The level of resistance has a direct impact on the project's progress because it needs to be properly planned and addressed in order for it to succeed.

Teamwork makes it easier for employees to provide a hand to one another as the company through a period of transformation.

Successful change implementation is dependent on the leadership's willingness and ability to back the new policies and procedures.

System procedures influence the implementation of change and its solutions in organisations. This is necessary because system and process modifications are implemented.

The structure of the organisation has an impact on how the suggested change is executed. Organizations with a hierarchical structure, for example, provide for more accessible communication and a smoother flow of command to lower levels.

The easier it is to undertake organisational transformation when favourable conditions are made available. For example, overcoming resistance and forming effective teams make it simpler to implement change and, as a result, to achieve the desired results.

Involved in the Change Process are the following stages:

At least three theories in the field of change management are required in order to answer this issue properly. The following are some of the most popular theories of change management:

Because of its simplicity, Lewin's three-step approach to behaviour change management is widely used.

Transformational 8-step process by Kotter Theorem: this strategy has merit because it advocates for resolving the problem of employee resistance and acceptance of change.

Of the McKinsey 7s model, the procedures and alignment of the essential elements in any company are at the heart of the model.

Change curve: The Kubler-Ross change curve paradigm is often used to deal with change's negative effects. Grief and unnecessary negative impacts of transition can be addressed using this model's five-stage technique.

Individuals are the focus of ADKAR theory, which is a model that supports transformation at the individual level.

If you're going to implement a change, you'll need to decide on a model and explain each step in detail. Every step of the way, it is critical to provide relevant examples from your own company. As a result, the model you select should be appropriate for your business.

Change management approaches should be contrasted in order to show where they are similar and where they are different. Using a table and then going into detail is the best way to give a good contrast. Use examples that demonstrate your awareness of the challenges associated with implementing change, such as those outlined above, to illustrate your points.

Changes in an Organization's culture might lead to behavioural reactions.

As a manager tasked with leading an organisation during a period of transformation, you might expect a wide range of behavioural responses. Responses like these are critical to implementing change. The most typical behavioural response is resistance or acceptance, and you must record this in the explanation as a positive or negative response.

Although resistance is the most prevalent kind of behavioural change, disenchantment, disengagement, and disorientation can also occur. Employees who are disenchanted are more likely to suffer from disorientation than those who are disenchanted. Employees may withdraw from a proposed change if they are disengaged with it. Passive resistance, cooperation, and finally acceptance are all stages in the acceptance process.