Major Forces of Change:

1216 Words3 Pages

Force of change is a positive factor that an organization must put in place in order to drive and develop the entire organization’s environment. In this process of change more of resistance factors will try to hinder the change. The organization in this case experiences a repulsive force which absolutely adheres to reserve the existing ways of handling of issues. In the process the firm faces the competitive challenges from other organization and in meanwhile diseconomies of scale. Organizational change process is the progression of a given institution, far from its present state and towards some desired prospects to propagate its performance effectiveness. The organization’s work strategy persistently changes for better. Afterwards, the members’ organization must acclimatize to organization’s forces of change in a bid to conserve its relevancy and effectiveness. Lewin’s force field theory of change serves as a convenient model in understanding the change process. The role of the organization leader is both intense and diverse. For the organization to propel in its management processes, the organization leader must adhere to his increasing responsibilities of change. The leader must be the primary catalyst to speed up the mechanism used to assure the members of positivity effect of change and the expected period of its existence.

In fact, most organizations say corporate bodies do have a preference to the fast dynamism in their status change. The main reason for this that, the result of change is much predictable and routine activities are convectional. The higher the level of efficiency would be obtained. The status quo is preferred in many situations accordingly though.
Organizations are dynamic oriented to changes, and not b...

... middle of paper ...

...ess of the organizations inclination to change; the staffs skills and competency; magnitude of revolution capability and decision-making strategy. This change must be pertinent to the organizations objectives and to its members; opportunities for the members of the organization to make informed and prudent choices for a prudent decision-making.

REFERENCES

Cummings, T. G., & Worley, C. G. (2009). Organization development & change (9th ed.). Australia: South-Western/Cengage Learning.

French, W. L., & Bell, C. (1999). Organization development: behavioral science interventions for organization improvement (6th ed.). Upper Saddle River, NJ: Prentice Hall.

Peck, E. (2005). Organizational development in healthcare: approaches, innovations, achievements. Oxford: Radcliffe Pub.

Open Document