Change in Information Technology Policies
Change management is a structured approach of helping organizations to impliment changes (Hiatt & Creasey, 2003). Changes are necessary and invetable processes in business. One area of an organization that requires constant change is information techonology. Recent years have seen rapid and continual innovation in information techonolgy that have necessitated changes in business systems and process. Innovation in information technologies have been revolutionary in terms of their influence on how business operates.
Starting with the development of the internet that enabled easier and fast access to informaation, then to globalization which has broken down most of the baarriers in international markets, continous implementing of changes in information technology policies has become inevitable for any organization that has to remain competitive in the world of business. This paper will focus on approaches that an organization planning to impliment changes in information technology policies may use.
Organizational Change
Managing changes within organization is very important. This is because change intiatives have a probabilty of succeding or failing to deliver the expected benefits. The management aspect increases the probabilty of achieving this success. While success in delivering the expected benefits from the change process may significantly increase an organization’s market competitveness, failure may have very adverse effects. These are such as; making subsequent change objectives harder to achieve, wastage of organization resource and demotivation of employees (Hiatt & Creasey, 2003).
Failures in implementing changes may be as result of absence of change champions, poor senior management support, poor managemnet skills, poorly defined organizational objectives and political infighting and turf wars. This failure factors can easily be mitigated through efficient change management systems. Implimenting organizational changes require an understanding of how an organization makes sense of its experiences. These can better be understood through the organizational change models.
Models of Organizational Change
Several models of orgnaizational change exist today. These can be broadly catergorized into conceptual models and process models. Conceptual models are approaches to organizational change that focus on the content and magnitude of the change initiative (Warner, 2002). The focus is usually on the mechanisms dependent upon to bring about the intended outcome. For example, in the case of changing information technology policies, conceptual models would focus on the actual content of the intended improvement.
These may be such as introduction of new technological equipments and systems or hiring new expertise. Conceptual models bring about desired changes by influencing the relevant mechanisms.Process models of organizational change on the other hand, focuses on the sequence of events that are necessary to bring about the desired change outcome (Latta, 2009). These models emphasize on the steps of implementing change rather tasks. These are the actual trasnforamational processes and how they interact to bring about change.
These are such as; the people, various tasks and jobs, the organization’s manegerial structure and all the relationships of individual groups and systems. Implimenting changes to the organizational information technology policies using the process models calls for the considerations of all these processes within an organization. The process model brings about changes to an organization by ammending organizational processes such as those mentioned above.
Organizational Change Processes
In order to efficiently effect the desired change in information technology policies, there is need for a defined process to guide this change (Interchanges, 2011). (1) The first step involves confirming the need for change. It is very important before embarking on any broadbased systematic change that, key stakeholders should agree that the change is needed. Proving that the recommended change is necessary usually requires evidence from external data such as market share or competitive information as well as internal data such as costs and efficiency of operation (Interchanges, 2011)
(2) The second step is identifying the scope of change. Identifying the scope for change is usually important in defining the limits within which the change might be considered. This may be in form of time and/ or financial resouces or other limitations.
(3) The third step involves creating the visions and desired goals of the change process. What the change process is aimed at achieving must be clearly defined from the onset of the change process. This will be useful in providing benchmarks and also in bringing every player on board in working towards the achievement of the goals.
(4) The next step has to do with developing the core work process. This processs involve defining the ways and mechanisms through which the desired changes will be achieved. In information technology context, these processes and/ or mechanisms are usually cross functional. This step also innvolves selection of a crossfunctional team to spearhead the change process. Change needs good leadership and such a team will provide the leadership required to ensure success
(5) It is also necessary to define key roles and responsibilities. This refers to the key roles and responsiblilities associted with the change elements or elements which are central to how the organisation function.
(6) The sixth step is modifying the organization structure. Introducing new information technology polocies may change duties and roles of some employees and departments within the organization. This will call for the restructring of the organization structure.
(7) It is very crucial to also develop performance measures. This will serve to evaluate the progress of the change process and whether they are still in line with the set vision and goals. These performance measures should be applied regularly and continuously.
(8) Another step involves developing training that will enable successful implementation of the change process (Mills, 2008). There is need for training programs that will help the employees to understand the newly introduced inforamtaion technologies.
(9) The final steps in implimenting change is recognizing and rewarding success. Offering an attarctive reward system for the change process will motivate employees to work hard toward the successful implimentatuion of change.
Organizational and Individual Conflict in the Change Process
There are occassions whereby organizational interests come into conflict with the goals or processes of the proposed change. Such a conflict is usually a big blow to the organization change process. Avoiding such a conflict requires a clear understanding of the organization and matching of the change intiatives with the organization’s needs and objectives (Conbere & Heorhiadi, 2006).The change initiatives may also come into conflicts with the interest of individuals within the organization.
This may also act as impediment for the successful implimentation of the change process. This problem may be averted partly by ensuring the interest of as many members as possibles are incoporated in the change intitative (Conbere & Heorhiadi, 2006). However, focusing on changing individuals behaviors to act in favor of the desired change will be more influential in determining the success of the change process.
Managing Resistance
Organizational changes involve the introduction of new paradigm that replaces the esatblish ways of conducting business within the organization (Steele, 2008). Some have equated this process to changing a person’s lifestyle. Just like attempting to change a person’s lifestyle, changing an organization process will definitely encounter some resistance. This is due to two factors.
The first is that, it is human nature to resist change while the second is that, it is difficult to get people to leave their comfortable and familiar zones and move to what is unknown and uncertain.Research have indicated that most attempt to introduce significant changes within organizations usually fail. Therefore, sucessful implementation of the change process requires determination, commitment, persistence, discipline and an elaborate plan of implimantation. Change management introduces this aspects necessatry for dealing with change resistance.
Conclusion
Chaange is an important and inevitable process in business. This is especially so, in the information technology environment, where new inovation are rapid and continuous. In order to remain competitive, businesses must constantly change their information technology policies. This process calls for the establishment of efficient change management system. Change management enable organization to adapt to new paradigm shifts in an esay and efficient manner.
References
Conbere & Heorhiadi (2006). Cultural Influences and Conflicts in Organizational Change in New Enterpreneurial Organizations in Ukraine. International Journal of Conflict management, 17 (3), 226- 241
Jeff H. & Creasey T. (2003). Change Management: The People Side of Change. USA. Prosci Publishers
Interchanges (2011). Organizational Change Management Process. Retrieved on April 1, 2011, from http://www.worksystems.com/services/organizational_change.html
Latta G. (2009). A Process Model of Organizational Change in Cultural Context: The Impact of Organizational Culture on Leading. Journals of Leadership & Organizational Studies. Available at http://www.entrepreneur.com/tradejournals/article/205746069.html
Mills C. (2008). Leading your Organization through Change: A Management Plan- 5 Rules for Success. Technology Association of Georgia. Availabe at http://www.tagonline.org/articles.php?id=266
Steele L. (2008). Orgnaizational Change and Conflict in Higher Education management: Leadership and Management. IACM 21st Annual Conference Paper. availble at http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1298491
Wanner B. (2002). Organization Change: Theory and Practice. USA. Sage Publications
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