Organizational Change Management for Validity of Organisation

Introduction

Cameron and Green (2015) Cameron and Green (2015) defines organizational change management as a framework that is used by an organization for effective new business processes in order to make changes in organizational cultures and structures.. These changes are done for the betterment of the organization and for alignment of existing resources by considering employee concerns (Hornstein, 2015). Moreover, the change management system is implemented for reducing risk and inefficiency of the existed systems and boosts the ability to overcome the challenge faced by the organization. This essay is based on a case study whose major concern is to understand whether emotional intelligence is beneficial for organizational learning. Furthermore, in this assignment, critical evaluation of the objectives, methodology used and means of analysis along with the implications during organizational change will be discussed along with the overall findings of the organizational change management system.

Discussion

The topic of the article is “Dealing with organizational change- can emotional intelligence enhances organizational learning?” The major objective of this article is to address the branches of emotional aspects that identify the link between the emotional intelligence and organizational learning. Benn et al. (2014) depicts that during organizational change, the employee underwent some emotional changes, which should be evaluated by the managers in order to obtain a positive outcome. Hayes (2014) on the other hand, portrays that emotional intelligence helps a person to gain higher designation or sometimes a leadership position. According to the case study, it is found that an individual with higher emotional intelligence performs well compared to a person having lower emotional intelligence. Oreg et al. (2013) also illustrates that the ability of the emotional intelligence of the managers can be analyzed from the recognition and understanding of the team member’s emotions and their behavior and attitudes. Working personnel, who have traditional thinking for accomplishing a business work, face challenges to adapt the changes in the management style. Thus, Barends et al. (2014) portrays that authoritative managers cannot make their position successful for a longer time than managers who are following the democratic style of management. Wincek et al. (2015) additionally portrays that the success of the organization can only be possible if employees of the organization have the ability to adapt the approved changes. This adaptability comprises of some factors such as emotional awareness, emotional facilitation, emotional knowledge and emotional regulation.

Emotional awareness is the consciousness in the employee regarding the accurate and inaccurate emotions and expressions and honest and dishonest emotions and expressions. It is also expressing emotional needs and expresses the emotions to others. Furthermore, Ealias and George (2012) states that emotional facilitation signifies the ability to judge a situation through their emotions; however, this approach has two ways of expressing emotion namely the pessimistic and optimistic approach. In addition to that, the capacity to understand emotional cycles like emotion of anger, grief and frustration and complex emotions is the major criteria for emotional knowledge. Lastly, Ciarrochi and Mayer (2013) depicts that by emotional regulation, the conscious or non-conscious control of emotion, mood, or its affect can be evaluated.

However, Murphy (2014) mentioned that some workers are not comfortable with the change and some of them consider the change as a new challenge or opportunity through which they can create a favorable prospect for themselves. Some employees however feel a sense of shock which in a way immobilizes them when news regarding change is conveyed to them. Giorgi (2013) added that some employees face the challenge of “denial”, where they experience the feeling that they could not make through the changed business approach. Anger, negotiation and depression are some of the downsides of introducing change within the organization. These emotions signify the feeling of irritation due to change, unacceptability of the job roles prescribed for them and the realization of a situation when the demands of the employee do not listen respectively. Moreover, Cavazotte et al. (2012) defines that that employee, who explore the realities of change and thinks ahead for the future, illustrates the emotion of exploration and acceptance.

The means of analysis that is used in the provided article is the approaches of personal mastery, mental models, systems thinking, team learning and shared vision. Cote (2014) demonstrates that personal mastery is the central practice of learning personal vision and the present reality of the organization. One of the most effective results for this approach is to address the cognitive abilities for improving the interpersonal skills during change management for the betterment of the organization. Moreover, for the mental model, Sadri (2012) portrays that this model is the conceptual framework that highlight the generalizations and assumptions regarding employee behavior and organizational management. This model enlightens the emotional awareness so that the employees can utilize their knowledge for overcoming the change system present in the organization. Turnipseed and Vandewaa (2012) acknowledge that system thinking defines the emotional understanding that enables the employees to anticipate themselves and others regarding the changes and prepare them for a different outcome.

Crowne (2013) on the other hand illustrates that in team learning, the pattern of communication within the team is highly focused. Murphy (2014) also affirms that in this approach, a better result can be seen as all the team members agree upon the same solution and sometimes the personal views are suspended to consider everyone’s perception. This theory majorly emphasizes that emotional awareness and emotional management are the two prime components of emotional intelligence. However, individual that have a high capability of emotional awareness can perform in team learning during change management. Lastly, Benn et al. (2014) depicts that in shared vision, team members must have the capability to share their thoughts for profitable future of the organization along with the philosophy, value, mission, goals and objectives. The sharing of vision provides the positive outcome by the provision of effective leaders among the team members, who can illustrate the lawful and unlawful emotional attributes with the team members. This enables the leaders to know how to behave with the other individuals for motivating them for achieving the objectives of the organization in a better way (Ealias & George, 2012).

The implications of the management during organizational change processes are crucial for managing the engagement of existing employees. Emotional intelligence among the managers is the most important aspect as they are responsible for provoking motivation in the employees and avoids the competition in them for harming others. Cote (2014) also depicts that mediation skills and leadership styles are necessary for managing employee’s behavior during organizational change. Wincek et al. (2015) also depicts that emotional intelligence improvement programs have to be imitated so that the members of the organization can learn about the lawful behavioral approach and develop their optimistic thinking during the organizational change. These managerial authorities emphasize on the non-verbal communication skills for better organizational policies and provide them the area where they can also share their ideas with these managers. In this way, the conflicts among them reduce and the employee comes to know about the prime reason behind the organizational change that will help them to overcome the issues faced by the organizational change.

Conclusion

This essay emphasizes the emotional aspects that help an employee to deal with the organizational change for the enhancement of the organizational. It is concluded from the entire discussion that if the leader of the organization possesses the ability to behave effectively with the team members, then in such a case the employees of the organization will be able to overcome organization change. Emotional awareness and emotional intelligence go hand-in-hand as better knowledge in the difference between right and wrong behavioral aspect can be used to avoid negative aspect like anger, grief, negotiations and dissatisfaction of the organizational change.

Reference List

Barends, E., Janssen, B., ten Have, W., & ten Have, S. (2014). Difficult but doable: Increasing the internal validity of organizational change management studies. Journal of Applied Behavioral Science, 50, 50-54.

Benn, S., Dunphy, D., & Griffiths, A. (2014). Organizational change for corporate sustainability. Routledge.

Cameron, E., & Green, M. (2015). Making sense of change management: a complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.

Cavazotte, F., Moreno, V., & Hickmann, M. (2012). Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance. The Leadership Quarterly, 23(3), 443-455.

Ciarrochi, J., & Mayer, J. D. (2013). Applying emotional intelligence: A practitioner’s guide. Psychology Press.

Cote, S. (2014). Emotional intelligence in organizations. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), 459-488.

Crowne, K. A. (2013). Cultural exposure, emotional intelligence, and cultural intelligence An exploratory study. International Journal of Cross Cultural Management, 13(1), 5-22.

Ealias, A., & George, J. (2012). Emotional intelligence and job satisfaction: a correlational study. Research journal of commerce and behavioral science, 1(4).

Giorgi, G. (2013). Organizational emotional intelligence: development of a model. International Journal of Organizational Analysis, 21(1), 4-18.

Hayes, J. (2014). The theory and practice of change management. Palgrave Macmillan.

Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298.

Murphy, K. R. (2014). A critique of emotional intelligence: what are the problems and how can they be fixed?. Psychology Press.

Oreg, S., Michel, A., & By, R. T. (Eds.). (2013). The psychology of organizational change: Viewing change from the employee’s perspective. Cambridge University Press.

Sadri, G. (2012). Emotional intelligence and leadership development. Public Personnel Management, 41(3), 535-548.

Turnipseed, D. L., & Vandewaa, E. A. (2012). Relationship between emotional intelligence and organizational citizenship behavior. Psychological reports, 110(3).

Wincek, J., Sousa, L. S., Myers, M. R., & Ozog, H. (2015). Organizational change management for process safety. Process Safety Progress, 34(1), 89-93.

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