Brisson-Banks (2010) examines change and transition through a review of relevant literature and comparison of different transition models. Change is inevitable in organizations as organizations grapple with new situations as well as difficult situations. Change in organizations is manifested by the fact that organizations are always contending with restructuring, downsizing, cutbacks and other change related issues. Present day organizations have had to contend with a volatile economic environment as well as economic crisis. Organizations also have to deal with technological change, global competition, and outsourcing.
Organizations should be in the first place, be aware of the need for change. Organizations should make a complete assessment of their present situation so that they may be able to deal with change in an effective manner. Issues and factors that bring about change should be exhaustively analyzed. How an organization effectively deals with change is very crucial because business conditions are always changing.
Transition models are often used by organizations to deal with change. Individuals who are involved in the implementation of a transition model play a major role in dealing with change. Human Resource professionals are the professionals who are mostly entrusted with the responsibility of dealing with change in organizations. High performing Human Resource professionals always do their best in ensuring that change is effectively implemented. Involvement of Human Resource professionals is always imperative when it comes to bringing about change in an organization. Given that Human Resource professionals are familiar with an organizations culture, they can become a great asset to the organization when it comes to making decisions about change. Most of the time, organizations have to adapt to change or lose out to competition.
There is a need for commonalities of various changes and transition models to be addressed. Analysis of various change and transition models would go a long way in supporting managing of organizational change. A Change model should be used together with a business structure and effective leadership for it to be successful. When a change model is applied in conjunction with a business structure, there is a high chance that the change model will be successful. Transition models that respect input from employees are likely to make a change, more easily accepted in any organization. Acceptance of change in any organization is likely to bring about increased productivity. Transition models that involve individuals from all levels of the organization are likely to be more successful in bringing about change by ensuring that alignment that is needed for success is created.
Comparison of different transition models can play a major role in assisting individuals to evaluate the best model that can be used based on organizational need while at the same time keeping a focus on physical and emotional changes that affect an organization (Evans & Ward, 2004).
The article asserts that each transition model has similar methods of handling change. The uniqueness of different transitional models plays a major role in providing insight into a possible application of the transition models to most organizations. It is also revealed that different transition models can be combined to form new models that would go a long way in dealing with different circumstances that affect organizations. The article does a commendable job in revealing that human managers can benefit from learning commonalities that exist between change and transition models when looking for what will work for an organization.
Brisson-Banks, C. (2010). Managing change and transitions: A comparison of different models and their commonalities. Library management, 31(4), 241-252 (1-10).
Evans, G. E., & Ward, P. L. (2004). Beyond the basics: The management guide for library and information professionals. New York: Neal-Schuman Publishers.
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