The outcomes brought about by the process of change in the respective organizations can be measured by employing the strategy of alignment to benchmarks. The strategy of alignment to benchmarks entails the manner in which the process of change of an organization aligns to the benchmarks that informed the organizational change initially. When an organization fails to align its subsequent operations as was predicted in the strategic aspirations that were drawn out, it implies that the change process adopted by the organization is not efficient and that it should not have been adopted in the first place. Similarly, if the outcomes envisioned by the organization following the change process are realized and are aligned to its benchmarks, the change process undertaken by the organization can be deemed as successful (Burnes, 2004).
Alternatively, following the implementation of the change process in an organization and the respective organization is deemed as able to realize its preferred goals and aspirations, can also be used as a strategy to measure the outcomes occasioned by organizational change. Change processes are usually informed by specific goals that the organizations want realized or certain issues that the organization feels would be addressed better with the inception of a different system and means in the manner which the organizations goes about its operations. Therefore, when an organization is unable to realize the same goals for which it fashioned its change process to address, can be deemed as a failure in the part of the process of change. Articulating of the extent to how an organization has realized the goals set prior to the implementation of the process of change can also be subjected to measurement.
The Evaluation of the Change Process: Quality, Cost and Satisfaction
Concerns are centered on the quality of the processes of the respective organizations as well as that of the goods and services that the organization has offered when addressing quality measurements. The analysis and the evaluation of how efficient the change process adopted by the organization has been can be established by the response accorded to the products that the organization offers by the respective clients and customers of the organization.
On the other hand, the change process that the organization should adopt should occasion the reduction in costs with regard to production and operations so as to ensure the profit margins are increased constitute the concerns that need to be addressed when measuring the cost effectiveness. This is a paramount factor to ensure the viability of the organization by facilitating growth and expansion of the respective organization as well as enhancing the wealth of the organizations shareholders. Finally, the satisfaction outcomes occasioned by the implementation of the change process can be evaluated by measuring the motivation levels of the organizations employees and the levels of satisfaction of the respective clients and customers of the organization.
A summary of previous work from other parts
According to Cameron & Green (2004), when University of Troy fashioned to change the name of their institution they were faced with a number of deterrents that had far reaching consequences that included: the barring of academic transfers, the barring of their brand promotion all over the world and the need for enhancing the procedures and the shared policies etc. According to Senior & Swailes (2010), the presence of an effective and efficient leadership team who advocated for the name change at the university played a critical role. He further points out that the process would not have made it past the implementation phase were it not for the leadership team that were effective. Considering the above instance where the university's leadership maintained a key role in the implementation of the change, goes to point out that the effectiveness and the persistence of the leadership and the management team of an organization to a large extent determines the successful implementation of a change process.
According to Dawson (2003), a number of organizations and institutions struggle in their operations following the implementation of the process of change as a lot of the employees as well as those in top levels of management stray from the initial vision that the organization had. It is of great importance that the management teams as well as the respective employees are aware that the process of change does not alter the overall vision of the organization in any whatsoever. However, the ability of the employees of a respective organization as well as the management's ability to not lose sight of the overall vision of the organization depends largely on the efficient and adequate handling of the process of change from its inception. According to Cameron and Green (2004), a number of issues need to be addressed with regard to the importance of the organizations' visions and its link to the process of change.
This would entail the adequate explaining of the process of change giving emphasis to the main reason for the change process, coupled by clearly stating the roles and the respective mandates of each of the employees as well as those of the management team in the whole change process. It is therefore paramount to consider that the challenges experienced subsequent to the implementation of the change process in an organization can be viewed as the failings of the change process as a whole. To preempt the likely challenges that would later on crop up following the implementation of the process of change, the identification and the addressing of the hindrances likely to be experienced during the after the implementation should be facilitated.
1. Burnes, B. (2004). Managing change: a strategic approach to organizational dynamics. Financial Times Prentice Hall
2. Cameron E. & Green M. (2004): Making sense of change management: A complete guide to the models, tools & techniques of organizational change. Kogan Page Publishers
3. Dawson, P. (2003). Understanding organizational change: the contemporary experience of people at work. SAGE
4. Senior, B., & Swailes, S. (2010). Organizational Change: Pearson Education Canada