Introduction
Organizational change is a complicated process that affects all levels of management, including social relationships among employees and their perspectives on the company’s development. After all, organizations consist of people, and it is impossible to completely neglect the social aspect of organizational growth. Hence, it is critical to remember the influence of social systems within the context of organization change management because change affects everyone differently, and it is essential to understand its impact on the workforce.
Discussion
To confirm this thesis, it is important to examine how change affects various types of employees. Luecke (2003) proposes three categories in this context: the “rank and file” people, change resisters, and change agents. This description explains why people have unique reactions to organizational change, showing how the management can use this knowledge to make the change faster and more efficient. For instance, the “rank and file” category encompasses several employee personality types, such as conservers, pragmatists, and originators (Luecke, 2003). Moreover, each of these groups has different perspectives on change and, therefore, requires a unique approach from management to facilitate the process. Next, understanding why change resisters disapprove of the change will assist leaders develop strategies to prevent organizational barriers. Lastly, change agents are people who advocate for organizational change, and it is essential to cooperate with them.
Conclusion
The current essay has demonstrated that each employee is a person, and it is important to consider their unique social characteristics to facilitate change in the company. Therefore, management should carefully evaluate the organizational workforce and propose the most appropriate strategies to satisfy the needs of most employees. Moreover, a thorough understanding of these social systems will allow leaders to minimize the negative side-effects of change, such as disapproval and skepticism of change resisters. In conclusion, these benefits highlight the importance of keeping social systems in mind when managing organizational transformation.
Reference
Luecke, R. (2003). Managing change and transition. Harvard Business School Publishing Corporation.
