Concord Bookshop Paper
Concord Bookshop Paper Karen Jackson HCS/587 November 8, 2010 Laura Rainey Concord Bookshop Paper Organizational change can derive from small changes to large changes that can affect a business. The Concord Bookshop went through changes as many other companies are faced in today’s recession, fierce competition, innovative technology, and restructuring needs. The important factors a company needs to concentrate include implementing successful interventions to stay in business, increase finances, and motivating employees to change their behaviors.
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If certain phases of an organizational change do not take place, this could lead to failure. In this paper, I will describe three processes not completed or implemented at the Concord Bookshop that lead to change failure. Renewal Strategies It is important to understand, study the dynamics of change, and know effective strategies or processes for change. Responding to organizational change, the company needs to create and keep customer service and momentum. A strategic renewal is needed by the organization to gain a competitive edge on competition.
According to Spector (2010), a new organizational model is necessary for a business to gain profit and survive in the market. Spector (2010) referenced starting a new business model as the “Greenfield. ” It is easier to start a new business from ground up with new employees instead of the “challenge of nurturing a new business model within an existing model” (Spector, 2010). Another renewal strategy to maintain and increase customer service is behavior change. Processes to change employees’ ways, dealing with consumers, and job responsibilities are not easy.
Altered behaviors in employees and managers need to be long standing. The way an employee acts has effect on the basic performance of the organization (Spector, 2010). Management or leaders can encourage employees by including them to take part in the changes, listening to the concerns of the employees, and help become the solution to problems. In the Concord Bookshop, the board told staff, “We’re going to do it our way and if you don’t like it, each of you will have to make up your mind as to how to proceed. Any employee would not be pleased with this response just as the Concord Bookshop staff was not pleased with the response from the board. Processes for Change Organizational change process is composed of three stages. The first stage is unfreezing that is used to create motivation of change. This is creating some anxiety in an individual without using a defense mechanism when stress or threat is increased. According to Spector (2010), to unfreeze, “We must accept disconfirming and connect it to something we care about. This process was not implemented by the Concord Bookshop as previously mentioned of board deciding to do things their way and not include the staff in the change process. The second process for change is moving. Schein (2002) stated moving is allowing “members of the group to change from one set of behavior to another,” such as new job responsibilities, new roles, and new job skills. The third process of change is refreezing. Refreezing occurs when the person or group gain new behavior patterns. Schein (2002) supports ideas of refreezing to secure change by remaining in the same group that has changed.
The change is temporary if the changes are made to the group. Conclusion The management or board with the Concord Bookshop was not successful in using the unfreezing process for change. The board did not hear the concerns of the employees when they asked for a meeting. The board’s response to the few faithful employees included “this is how we are going to do things. ” This caused increased anxiety in staff. Defense mechanisms also presented that prevented the employees from learning. The second process of change was not put into place at the Concord Bookshop because the first process was not completed.
The board could not proceed to processes two and three because the first process not successful. Organizational change cannot take place when leaders refuse to hear concerns of their employees. Leaders must be willing to provide an atmosphere for change. References Schein, E. H. (2002). Models and tools for stability and change in human system. Reflection 4(2). EBook Collection Spector, B. (2010). Implementing organizational changes: Theory into Practice (2nd ed). NJ: Pearson Prentice Hall.