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Impact of change in organizations
Factors that influence organisational change
Factors that influence organisational change
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Recommended: Impact of change in organizations
Organizational changes have a potential failure rate of 70%, although this rate has been consistent for many decades there are many organizational changes that are successfully strategized and implemented (Maurer, 2010). An organizational change is when an organization goes through a renovation of altering business strategies (Organization change) to strengthen and expand their services to meet a demand of the economy (Ackerman, 1997). According to the chapter on Development, Transition, or Transformation: The Question of Change in Organization by Linda Ackerman in the book Organization Development Classics: The Practice and Theory of Change, there are three types of collective changes that are among organizations these changes are developmental change, transitional change, and transformational change (1997). In this paper I will further discuss the changes in details and will counteract the changes discussed by Ackerman through other approaches or reasoning for the changes.
First, developmental changes in an organization consist of an improvement of a skill, method, or condition ...
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
When organizational change proves necessary, all people at all levels of the organization should address change as a “how,” “what,” and “why” problem in order for the change to be sustained over time.
An organization goes through many barriers when implementing changes to restructure the daily routines when the foundation is surrounded by a person in charge changing on a recurring basis. Let's take a look at a variety of levels a company endure when making changes to shaping and anticipating the future of an organization. The company will need to assess their weaknesses and strengths to possibly move into opportunities to improve the mission and goals while an organization goes through changes. The next level is to define the mission with expectations by attempting to create a strategic plan to put into action when making changes in an organization. And then, the company move into implementing the plan to reorganize the goals to substantially fulfill or work toward productivity, customer service, effectiveness, and the quality of work of a specific organization. Finally, the last stage is working toward changing the process. It will best to take small steps into getting employees accumulated to changes in order for it to focus on the less important changes to existing and future work processes. Ultimately, the goal must be measureable to determine if the changes will be useful or counterproductive and the best way to test the method is through a plan or strategies because they look at the how, which is very similar to the goal and evaluate what will transpire in the course of each level. The goals are sought by taking advantage of the moment in time before the opportunity passes by. Also, can the goal be attainable, realistic, a step by step action and come to the conclusion of observable results that can be accomplished through the many changes an organi...
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.
Managing organizational change is the process of planning and implementing change in organizations in such a way as to minimize employee resistance and cost to the organization while simultaneously maximizing the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Factors such as globalization of markets and rapidly evolving technology force businesses to respond in order to survive. Students of organizational change identify areas of change in order to analyze them.
Change is a constant and ingoing process in an organization. Change can be defined as one of the many characteristics of organization development. The change efforts are based on the analysis of particular problems and their purpose is to attain specific goals. Change is not an easy thing to implement and anticipate. It is a difficult and a challenging process; therefore the management has to take certain steps in order to prepare them for antedating the change in business environment. The senior management can prepare themselves for a change through studying and researching about change, by having a sound awareness about the change process and by understanding the necessity of change and by being mentally tough about the change process. All in all, a constant change is ...
Van de Ven, A.H. and Poole, M.S. (1995) ‘Explaining development and change in organizations’ Academy of Management Review, 20/3, 510-40
According to Dawson (1994) organisational change therefore refers to any alteration in activities or tasks. It is a modification or transformation of the organisations structure, processes, or goals. It may involve minor changes in procedures and or operations or transformational changes brought about by rapid expansion into international markets, mergers, or major restructuring. McLagan (2002) claims that “the phenomenon of change has become a central management issue in modern organisations and whilst it has always been an issue, creating, sustaining and managing change continues to be a challenge in today’s society” (p. 28). Change is also expensive, onerous, and has an intellectually demanding effect. These effects are experienced as organisations try to implement complex, unprecedented, organisation wide proposals such as reengineering, diversity interventions, globalisation, installing quality and productivity programmes, or entering into intricate agreements, mergers and acquisitions. According to Paton and McCalman, (2001) change is therefore an inseparable part of organisations, and it will certainly “not disappear or dissipate” (p. 5). Organisations no longer have a choice: they are pressured to change or else face their possible downfall moreover the rate of organisational change is clearly accelerating today. The content of organisational change refers to the particular areas of transformation that are being examined. According to Walsham, (1993) the organisation may be seeking to change technology, products, systems, manpower, geographical positioning, or corporate culture. The process of organisational change refers to the actions, reactions, and interactions from various interested parties in an attempt to move the ...
The most important factor critical to the success of organizational changes especially with mergers, reengineering, and downsizing is communication. Management must be open and changes must be communicated with everyone within an organization to avoid criticism. Communication should be well-thought out and the intended audience must be taken into separate considerations. This will lessen frustration caused by feelings of not being in control. All members in the organization would want to be a part of organizational change rather than feeling like a bystander or even worse, a victim. Other factors that can affect communication are the language used as well as the gender and emotions of the individuals as well as existing power structures.
In conclusion, change is a very crucial element of any competitive organization that seeks to improve its operations and increase profitability. Managing change is an equally important process which ought to be done with due care and moderation. Organizations should, therefore, be keen on embracing new ways that would improve their structures and incorporate better ideas in carrying out certain tasks. This is the best way to make their going concern certain.
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).
Organisations as machines, political systems, organisms, and flux and transformation are particularly common assumptions that are often used by managers, writers and consultants to make sense of how organizational change works. In reality most organizations use combinations of approaches to tackle change and not just one of the above, however these provide useful insights into the process of organizational change (Cameron and Green, 2012). This essay will try to make sense out of these assumptions to understand what organisational change is. By doing so, insights will be drawn on how organizational change can be managed and led.