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Organizational change concept
Organizational change concept
Concepts of organizational change
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It was a cold and blistering Thursday morning. I had just gotten my cup of coffee and was reading the morning paper and there it was on the front page of the Erie Gazette; “Mogul Industries moving facility to Mexico”. Mogul Industries is the largest automotive support organization in the United States plus it is the major employer in Erie. As a business owner specializing in retail dry good, this concerns me. My first though was about my 100 employees and the future of my store and business. I started hyperventilating and sweating; my wife looked at me and asked me what I was going to do? My first thought was to run, but I knew that would not work for me. Then I had a flashback to my college days at Ashford University in my Organizational Development class. I started to back off the ledge and calm down. I looked at my wife and told her that I have to analyze the challenges facing your company using Organizational Development (OD) principles. Appling the OD principle will ensure my business not only stays alive, but possibly transform it into the largest retailer in town. The first question that came from my wife was “What is Organizational Development?” Richard Beckhard defined Organization Development as an effort to plan, organize, and manage from the top to increase organization effectiveness and health through planned interventions in the organizations "processes," using behavioral-science knowledge. (Beckhard, 1969). A simpler definition is that OD is the logical application for behavior science to bring about deliberate change in an organization. The intended objectives and outcomes are for organizational survival through improved adaptability, productivity, and effectiveness. These objectives will be accompl... ... middle of paper ... ... they ought to modify, continue or discontinue the activities. The need for the practitioner decreases during this stage and will gradually disengage from the process as it stabilizes. The client system needs to mature the ability to maintain innovation without outside support. It is important to remember that each stage should be monitored to ensure the process is staying on track. If all goes well, our organization will be on track to surviving the change in the community. Organizations wanting to survive and be successful are faced with the continually evaluating and introducing changes to better their organization. Looking at the corporate world, there are two types of companies. You have the ones who continue to change with the times and those who are going out of business. Our organization is going to adapt and implement continual change if needed.
Weick, K. and Quinn, R. (1999) ‘Organizational Change and Development’, Annual Review of Psychology, vol. 50 (1), pp. 361—386
Gibson, J.L., Ivancevich, J.M., Donnelly, J.H., & Konopaske, R. (2009). Organizations: Behaviors, structure, processes (13th ed.) New York, NY: McGraw-Hill Companies, Inc.
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
The coaching as image of managing is supported by Organizational Development (OD) theory. According to Beckhard (1969), the OD approach is planned, top-management committed, aimed to improve the effectiveness, long-term, action-oriented, focused on groups and teams. Each of these characteristics could be seen in interventions during the implementation of the change in British Airways.
People who want to have a successful organization in business world; first they should be able to define OB which helps the organizations to be more effectively. “Organizational behavior is a study and an application of knowledge about how people, individuals and groups act in organizations” (Clark, 2000). Frankly, OB can help to indentify people behavior and to have a work relationship among the worker. Moreover, it can affect an organization to enhance its profitability and innovation by showing organization resources which can depends on customers. As well, it helps to achieve a job satisfaction by understanding the importance elements of motivation, communication and leadership.
Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).
The main stage, learning, requires workers and administrators to rearrange their schedules to elevate associations that prompt to effective answers for specific issues, to perceive and dodge broken movement and vital blind sides, and to make suitable utilization of organization together and procurement to bring new vital resources into the firm from outside sources (Teece, Pisano & Shuen,
Adizes, I. (2004, Mar/Apr). Embrace One Problem After Another. Industrial Management, 46(2), pp. 18; pp.7.
The idea of change is the most constant factor in business today and organisational change therefore plays a crucial role in this highly dynamic environment. It is defined as a company that is going through a transformation and is in a progressive step towards improving their existing capabilities. Organisational change is important as managers need to continue to commit and deliver today but must also think of changes that lie ahead tomorrow. This is a difficult task because management systems are design, and people are rewarded for stability. These two main factors will be discussed with reasons as to why organisational change is necessary for survival, but on the other hand why it is difficult to accomplish.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
Change Management is not impossibly difficult. It need detailed planning, including everyone affected, frequent interaction, accomplish a perspicuous target for the change and a method of measuring success, complete the plan, and strengthen the change once it is in place.
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).
French, W. L., & Bell, C. (1999). Organization development: behavioral science interventions for organization improvement (6th ed.). Upper Saddle River, NJ: Prentice Hall.
Introduction: One definition of organizational learning is the thoughtful use of individual, group, and collaborative learning to reinvent new thinking and practices that continuously renew and transform the organization in ways that support shared goals, Collinson & Cook, (2007). Success for organizations demands nothing less than “the power to think, learn, and innovate”.
One of the first scholars to describe the process of organizational change was Lewin (1974). He described change as a three-stage process that consists of unfreezing, moving and freezing stage. During the unfreezing stage the organizations become motivated to change by some event or objective. The moving stage is like implementation when the organization actually makes the necessary change. Furthermore the freezing stage is reached when the change becomes permanent. Organizational change has also...