Robbins et al. (2011, p. 186), states ‘Change is an organizational reality and affects every part of a manager’s job’. Today’s wave of change primarily created by economic condition so change is now such a constant feature of organization life (Goodman, E. 2011, p.243). Organizations need to be changed at one point or another in structure, technology or people. These changes are defined as organizational change (Robbins et al. 2011, p.18). Organizational change is important because changes can increase effectiveness and efficiency, the innovation of products, services as well as dealing with changes in external and internal forces (Goodman, E. 2011, p.243). However, ‘the bottom line is that organizational change is difficult because management systems are design and people are rewarded for stability’ (Lawler, E.E. & Worley, C.G. 2006, p.11).
Some critics argue that the above statement is not true because nowadays organization is easy to change. They build an organization with a flexible structure and system so they can easily change and beside they can also rewarded people to embrace change. However, the statement stated by Lawler, E.E and Worley, C.G is definitely true about organizational change because the way of changing organization require an examination of fit between the organization’s strategic intentions and its structure (Graetz et al. 2002 p.195). Management systems are design for achieving its goals and it is difficult when remaining goals but changing the management systems. Jay Galbraith (cited in Goodman, E. 2011, p.242), a world leader of organization and team development, also states: ‘Every organization is perfectly designed to get the results it is currently achieving’. Moreover human resources are the most im...
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... Worley, C.G. 2006, p.11) is two significant factors that make the organization’s change difficult. Management systems are designed affects every level in the organization structures and processes when make change. On the other hand, people rewarded for stability impact organizational change seriously because people like working in a stability environment and they resist change. It is very difficult for organization to make changes in those two areas.
Works Cited
Graetz, F, Rimmer, M, Lawrence, A, Smith, A 2002, Managing organizational change, John Wiley & Sons Australia, Queensland.
Robbins, S, DeCenzo, D, Coulter, M, Woods, M 2011, Management the essentials, Pearson Education, New South Wales.
Goodman, E 2011, ‘Organizational change: A critical challenge for team effectiveness’, Business information review, vol.28, pp. 242-250, DOI: 10.1177/0266382111427087
An organization might have a structure in place for change but they must also look at the finances. An organization must have appropriate finances to handle the change and must keep the organization profitable (Nielsen and Abildgaard, 2013). Both finances and the social environment within in an organization are resources that can potentially limit an organization from
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
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,
Change is the only constant in life. And therefore it should be understood as part of a continuing work in progress that calls for a much broader canvas that seeks out competing voices, and works with the resulting ambiguities, contradictions and tensions of messy reality (Graetz, F. & Smith, A., 2010). In this submission I try to show that organizational change is majorly based on the environment surrounding it much more than the desire of the members or change agents working in that organization. This view diverts from that of Lippitt, (1958) who suggests that implementing planned organizational changes successfully depends on premeditated interventions intended to modify the functioning of an organization. It also diverts from the traditional approaches to organizational change that generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition (Collis, 1998). In this discussion therefore, comparison made between the different philosophies of change and I try to show that successful change implantation largely depends on an organizations appreciation of what goes on around it rather than what they have planned as a strategic direction.
COGHLAN, D (1994) ‘Managing organizational change through groups and teams,’ Leadership and Organization Development Journal 15(2): 18-23
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.
Robbins, S. P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson
Robbins, S, DeCenzo, D, Coulter, M and Woods, M 2014, Management: The Essentials, 2nd ed, Pearson, Frenchs Forest, NSW.
Robbins, S., Decenzo, D., & Coulter, M. (2013). Fundamentals of management. Upper Saddle River, NJ: Pearson Education, Inc.
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).
“Organizational change is something that occurs throughout an organization’s life cycle and effects the entire organization rather than one part of it. Change is increasing because of number of forces including globalization led by rapidly advance technologies, environmental resources ,cultural diversity, and the economy; therefore the ability to recognize the need for change and implement change strategies effectively with in a proactive response to internal and external pressures is essential to organizational performance. Internal changes can include organizational structure, external changes involve government legislation and process and HR requirements, competitor movements and customer demand (Wood et al, 2010).”
Robbins, S, DeCenzo, D, Coulter, M & Woods, M 2011, Management: The Essentials, Pearson Australia, NSW, Australia, 1st Edition
...ople for stability. In this todays modernised world, change has become inevitable and there is no doubt that change has to occur in order to survive and achieve success through a number of ways such as focusing on internal strengths, exploiting external forces and making potential threats into opportunities. In the long run, there are clearly more benefits rather than disadvantages because change does not have to be met with negativity. It needs to be embraced through cooperation between managers and employees, clear organisational culture and rewards that improve performance that are not based on tightly structured procedures. Ultimately, overcoming the difficulties of organisational change shows how management systems and people rewarded for stability is not just black and white but is shades of grey and how it is approached will determine its success or failure.
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 ...
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...