In order for organisations to function efficiently and effectively they constantly have to come up with innovative change strategies so as to adapt to the globalised world of work. Change and the implementation thereof contributes greatly in giving organisations a competitive edge. Change is truly an inevitable, dynamic, challenging and continuous process.
Organisations are interrelated due to the relationship that exists between suppliers, clients and competitors; therefore when change occurs in one organisation it affects others. If the management of change is not well executed, it could have fatal implications for an organisation. Conversely, if change is managed effectively and consistently it can lead to an overall competitive advantage and an increase in job productivity, as well as job satisfaction. Moreover, managers and organisations could benefit from this approach if it is implemented appropriately. The majority of people fear change and therefore consciously or subconsciously resist every effort that organisations makes to implement the much needed change. Change agents could assist organisations in their implementation of change. The agents usually utilise Organisational Development interventions and models.
One of the models used by change agents is the Lewin change model, which consists of three steps, namely, freezing, moving and unfreezing. The agents find a way to help implement this by communicating the process to employees and why it has to occur. Knowledge and skills transfer is utilised as a way for organisations to be able to manage change in the future. Managers and subordinates have to constantly reinvent themselves. They have to improve their knowledge and competencies in order for them to survive in the new emergent world of work. Therefore the relationship that employees have with their employers and colleagues is important as it has an impact on the organisation’s overall ability to adapt to change. The inclusion of employees in the change process and implementation decreases the amount of resistance. This would contribute to the increased productivity and effectiveness of the employees, as they would feel that they do belong in the organisation, and that their opinions are valued and considered.
HR Generalist, Johannesburg