Running Head: CHANGE MANAGEMENT QUESTIONAIRE
Change Management Questionnaire
Nov 9, 2005
Change Management Questionnaire
The purpose of this paper is to discuss organizational change and the management of that
change. I will talk about the different drivers of change, the factors a leader needs to weigh
to implement change effectively, the various resistances a leader may encounter while
trying to implement change, and how various leadership styles will effect the realization of
change. I will also discuss the knowledge I have gained through the completion of this
assignment and how I think it might affect the way I manage change in my workplace.
Drivers for change come in two categories, internal and external. In the simulation,
Organization Structure, the pretence was that the stagnating system integration market,
lead the CEO to get the engineers trained in networking techniques. This training, once put
to use resulted in a 20% increase in total revenue for the company. This is an example of
an external force for change. The company was faltering behind the staggering systems
integration market, so change was imperative if the company was to maintain its
profitability.
Another example of an external force for change demonstrated by the simulation was when
a key technology advisor broke ties with the company. This forced change in the way the
company was going about the initial change. In other words it changed the way the
company was changing. What needed to happen was this; advisors needed to be replaced,
alternative solutions needed to be developed, lost time needed to be made up, and projects
needed to be coordinated. Because a key advisor quit many changes needed to be
implemented, but for the initial plan for change to be a success, leadership needed to adapt
to the adversity.
An internal driver of change is a force form inside the organization that prompts an
adjustment in the way business is conducted. An example of this from the simulation
occurs when the leader (me), had made a bad decision and it prompted a skilled employee
to quit. This employee was not an outsider that was helping out, but rather someone in the
company who was trained to fill a specific duty. His leaving pressed the manager or leader
into making adjustments to the way operations would be carried out without the use of his
talents. These adjustments included rotating personnel through various positions to
upgrade their training and skill level.
Before effective change can be made in any organization, there are certain factors that
