Businesses must embrace new changes in order to realize their potentials. The book “Managing Organizational Change: A Multiple Perspective Approach” offers the best insights towards better business practices. Managers should be aware of the challenges and obstacles affecting their organizations. Organizational change is “a challenging process because many employees and stakeholders will always be against it” (Palmer, Dunmore, & Akin, 2009, p. 42). Chapter 5 presents the best strategies towards diagnosing the opportunities for change.
The chapter identifies the best practices and ideas that can work for different business organizations. Managers can use the ideas presented in this chapter to make their change processes successful. This essay presents the lessons and competencies gained from the chapter. I will also present my views, feelings, and thoughts about the concepts presented in this chapter.
My Personal Thoughts about “Diagnosis for Change”
The above book is one of the best publications because it offers effective insights and ideas for undertaking different organizational changes. According to Palmer et al. (2009), managers must identify the right reasons for promoting an organizational change. A clear change diagnosis is necessary because it will ensure the targeted change succeeds. Change diagnosis (CD) is the starting point towards a successful business performance.
The starting point makes it easier for managers to determine the future of their respective organizations. I strongly support this argument because it explores the best process towards better organizational performance. Managers can use the approach to identify the current functions of their organizations. Leaders have a duty to determine the most desirable situation for their organizations. Every strategy and objective must therefore focus on the best outcomes.
A complete CD will present a coherent or clear analysis of the desired change. Managers should undertake this diagnosis in order to realize their potentials. The practice is critical because it makes it easier for manager to inform their employees and stakeholders about the targeted goals. The stakeholders also begin to embrace the change because it will result in better results.
Change diagnosis “is necessary because it helps in the preparation of a befitting organizational approach” (Weiss, 2012, p. 48). Every successful organization undertakes a complex change diagnosis (Palmer et al., 2009). The approach or practice will prepare every organization in order to undertake its functions. Many organizational theorists embrace change diagnosis because it identifies every resistance in a firm.
The process also equips managers with the best insights and strategies towards a better organizational practice. Change diagnosis identifies the best platform or strategy for an organization. The practice also examines the best ideas and strategies towards the targeted objectives. After diagnosis, “managers will promote the best competencies such as communication and decision-making in order to achieve the best objectives after initiating the change” (Weiss, 2012, p. 87). During the diagnosis stage, business leaders can also identify the best approaches to communicate, manage, consolidate, and promote the change.
According to me, this is one of the best chapters because it presents the appropriate ideas for better business performance. Organizational change can be something exhilarating or messy. The authors of this chapter explain why change diagnosis will ensure managers undertake every step in a proper manner. Proper diagnosis is what has made my organization successful.
Most of our managers use appropriate CD processes to identify the possibilities of achieving new goals (Weiss, 2012). Organizational managers can use the procedures presented in this chapter to make their businesses successful (Palmer et al., 2009). Some tensions will occur whenever a firm decides to undertake a new change. Managers have a duty to recognize and solve such tensions. They should also empower their employees and teammates in order to have successful changes.
The chapter equips readers with new skills towards better organizational change diagnosis. Some of “the strong points include assessing the level of morale and analysis the resources existing in the organization” (Weiss, 2012, p. 78). I will embrace these strategies because they will make every organization successful. It is appropriate to identify every dysfunctional process that might affect the effectiveness of the targeted change.
Roadblocks within an organization can make it impossible to have a successful change. Managers and business leaders should spot such roadblocks before initiating the proposed changes. I am ready to use such approaches in my business organization. The method will make it easier for me to achieve most of my business goals.
From my personal experience, this chapter offers many strengths and concepts for effective business performance. A successful manager embraces good practices during the change diagnosis process. Such a manager needs to make accurate decisions during the CD process. The authors of the chapter also explain why businesses should use the CD process to recognize their strengths or weaknesses. Managers should use such strengths to identify every plausible perspective. Organizational leaders will also identify the challenges or weaknesses affecting their working environments or employees (Palmer et al., 2009). The proposed change will address the issues making it impossible for the organization to realize its potentials.
I think most of the concepts presented in this chapter will support the needs of many organizations. The most important thing is promoting the best change in order to make every business profitable (Palmer et al., 2009). A carefully implemented or planned study will make it easier for the top management to pinpoint the opportunities associated with every new change. Managers will use the process to identify the right people who can support the proposed change. The approach will also result in a measurable change.
I strongly support the use of good approaches towards better business changes. The chapter encourages managers to gather the best information from different stakeholder. They can do so using the best strategies. The gathered information will ensure the business organization is on the right path towards achieving its goals (Weiss, 2012). Most of the CD decisions will depend on the strengths, weaknesses, and resources associated with the organization.
Employees and stakeholders can also dictate the future or success of the proposed change. Managers “can use interviews and questionnaires to understand the issues that can be addressed by new changes” (Weiss, 2012, p. 89). Such questionnaires will diagnose the issues that might necessitate a new change. It is appropriate for business leaders and entrepreneurs to select the best teams to undertake the change diagnosis process. The above ideas will “ensure the proposed change improves the morale of employees, increases business productivity, and promotes business growth” (Weiss, 2012, p. 92).
Most the concepts and ideas presented in this chapter will ensure many managers make their organizations profitable. Organizational changes can make many companies successful. Managers can undertake the best diagnostic practices before initiating their changes. I am encouraging more entrepreneurs to read this chapter before initiating new changes in their organizations.
I have not identified any negative aspect about this chapter. Entrepreneurs and business managers should also read the entire book in order to identify, initiate, and manage the best changes. I am planning to read the whole book because it will equip me with the best concepts towards better business practices.
Palmer, I., Dunmore, R., Akin, G. (2009). Managing Organizational Change: A Multiple Perspective Approach. New York, NY: McGraw Hill.
Weiss, J. (2012). Organizational Change. San Diego, CA: Bridgepoint Education.