In today’s environment, changes are compulsory for an organization in order to survive and stay competitive. Although, planned change is intended to make the organization more effective and efficient, resistance from members of the organization are expected as they foresee potential threats that can affect their future. Therefore, readiness for change from the members of the organization is a critical factor in successful change implementation. This paper discusses the aspects of organizational readiness for change which consist of perception toward change efforts, vision for change, mutual trust and respect, change initiatives, management support, acceptance, and how the organization manage the change process. This paper is also supported by a case study from a manufacturing company in Indonesia .
Because of increasingly dynamic environments, organizations are continually confronted with the need to implement changes in strategy, structure, process, and culture. Many factors contribute to the effectiveness with which such organizational changes are implemented. One such factor is readiness for change. Readiness is reflected in the organizational members’ beliefs, attitudes, and intentions regarding the extent to which changes are needed and the organization’s capacity to successfully make those changes. It is the cognitive precursor to the behaviors of either resistance to, or support for, a change effort (Amenakis, et al., 1993).
There are seven aspects of change readiness according to researches, which include perception toward change efforts, vision for change, mutual trust and respect, change initiatives, management support, acceptance, and how the organization manage the change process. At its core, change readiness involves a transformation of individual cognitions across a set of employees (Amenakis, et al., 1993). It is the people who are the real source of, and the vehicle for, change because they are the ones who will either embrace or resist change (Smith, 2005) Therefore, it is vital to assess individual’s readiness perception prior to any change attempt.
The purpose of this article is to clarify specifically the seven aspects of an organization readiness for change and to measure each of these aspects in a manufacturing company in Indonesia.