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Keeping Momentum
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One of the biggest challenges for leaders is to keep momentum going while implementing change. Particularly when the culture of an organization is strong, it can be quite difficult to fully implement the change before the momentum disappears. Sustaining momentum is therefore critical, or employees will eventually go back into their "old ways." Some leaders are too quick to move on to the next challenge without making sure that the change is embedded in the culture, people, and structure of the organization. In other words, you must make sure that all parts of the organization are aligned with the new strategy.

Respond to the following, in a 3 page paper: All work must be original and in APA format.

  • Why do you think many new changes at the organizational level quickly fizzle out?
  • What do you think is most important for HR professionals to know in order to avoid this?
  • Be specific, and provide examples with references to the literature.


at least 4 refs and cite, include some journal articles

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Keeping Momentum
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  • Submitted On 06 Feb, 2019 01:34:52
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Keeping Momentum Name Institution Keeping Momentum The primacy of change in many organizations in the modern world cannot be substituted with anything else due to the increasing dynamism and unpredictability of the global business playfield. As such, business organizations continuously strive to implement the appropriate change mechanisms in a bid to establish and maintain top-notch competitiveness in the highly competitive business environment. As such, the need to maintain the organization’s momentum during change implementation presents a substantial challenge for leaders due to the underlying organizational rigidities such as culture, which tend to eliminate the momentum during change implementation (Smith, 1993). As such, despite the high relevance of change to the survival of any organization in the modern world, it is often resisted by the corporate immunity of organizations, leading to its fizzling out. Among the primary reasons for the quick fizzling out of change at the organizational level is the poor design or implementation of such programs, which activates activate internal resistant forces that actively work towards the derailment of the change process (Smith, 1993). Whenever the change process at the organizational level is poorly planned, it triggers internal resistant from the employees, leading to its failure within a short period. Another factor associated with the short-lived change at the organizational level is the minimal or complete absence of employee involvement in the overall change process...
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