Organizational change can be defined as reviewing and modifying standard business practices. (Basu, 2017). While people think of big business when talking about organizational change, small businesses and non-profit organizations also must be able to adapt to change. Youth sports teams are not immune to having to make organizational changes to improve their product. This paper will look at the example of one sports team in Eastern North Carolina and discuss the problems it encountered when going through change. The paper will then discuss potential solutions and actions to facilitate the changes needed to improve the organization.
Background Information East Carolina Aquatics is a competitive swimming club that operates under the umbrella
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The first problem they can to tackle is a change in the organizational model. The organizational model when the club was a two-site entity was a club run by a volunteer board of directors and a head coach. The volunteers handled all non-coaching activities including registration of swimmers, buying and distributing of apparel, and fundraising activities. Catherine Remoussenard write that “it isn't easy to manage change. That's true whether it be a change in a company's business, the way an organization is structured, people's responsibilities or compensation, or anything else that disturbs the status quo.” (Remoussenard, 2007) East Carolina Aquatics would have to find a way to restructure their business to handle the increase in …show more content…
Each of these sites had been their own separate entity rather than one unified whole unit. Changing this organizational culture is difficult. As Jim Whitehurst writes, “If you’re running a company that has been doing something a certain way for a long time, it can be hard to get everyone on board with doing it differently. And that includes your organizational leaders.” (Whitehurst, 2016) East Carolina Aquatics will have the challenge of changing the site cultures to fit the one team model.
Warranted Actions The three problems listed above each will require their own solution to make the organization better as a whole.
Warranted Action 1: Changing the organizational model
East Carolina Aquatics must change the way they run their business. The volunteers could not handle tasks such registration, apparel, and fundraising. The number of swimmers and the increased number of locations meant that a person doing these tasks in their spare time could not give the time needed to do these tasks
John Kotter, an expert on organizational change, conducted thirty years of research, coming to the conclusion that because companies do not completely investigate the whole picture when it comes to change, seventy percent of businesses crash by not finishing the change through to the end. For the reason that many businesses fail because of this reason, he created an eight-step process to help businesses succeed and move forward with their change (The 8 Step Process). This paper’s objective is to explain Kotter’s change process and link it to Target Canada’s decision to open in Canada, discussing what decisions fared well and the decisions that produced failure.
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
“The team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment. Providing supportive feedback and fostering commitment to a vision are needed from the team leaders (Developing Management Skills).” ... ... middle of paper ... ...
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
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.
Organizational changes are constant in both the public and private sector. Some changes are small and easily managed and others are large scale vision changes. With organization-wide changes, such as a redirection in the organizations vision, strong creative leaders are needed to ensure the vision is sold to the employees and that the change is implemented smoothly. The Virginia Department of Corrections (VADOC) has recently changed visions to strengthen the way we create long term public safety. This change in mission and vision statements was a smooth process but has not been implemented without its share of issues.
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,
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
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).
Remove barriers: If follow these steps and reach this point in the change process, and will discuss the vision and build the support of all levels of the organization. The Organization shall review the organizational structure, job descriptions, compensation and performance systems to ensure they are in line with this vision. Create urgency for change to occur, it is useful if the whole society really wants. Develop a sense of urgency about the need for change. This can help the company Alphabet Games spark of motivation to get things moving. It will help to identify potential threats, and develop scenarios showing what could happen in the future. It also examines
Why do organizations change? With time goes by, rapid development of science and technology had led us to a world full of competitions. Change and stay alert to keep up with the current trend is essential asset to survive in this aggressive global economy. As the framework indicated by Pettigrew, there are two key context factors makes a great deal of effects on the reason for companies to change. Those are outer context and Inner context. Outer context could refer to the surrounding environment around the firm and the global economics status, etc. Inner context could be downsizing, restructuring the Gestalt, or the problem with coherent design archetype. Under the stress of the outer and inner context, forces or triggers will bring out the revolution. Change can be seen in a short term way and also in a long term way. Short term change could be a sudden, discontinuous and frame-breaking rupture which has an impact on the whole organisation, or new forms of management ad structure of the firm itself, or the breakthrough created by the major innovations or even can refers to the impact of new product and new market opportunities. Normally, financial crisis will be an initiative as a trigger to revolution. At first of the revolution, there would probably already has small changes in normal management and structure. As a long term way to apply the change, change agents are needed to do an ongoing, continuous and gradual progression or give some simpler initiatives such as improvements to existing products and product range.
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.
As a student of the Leading Teams in Organizations class at Lipscomb University, I’m required to answer questions regarding the Harvard Business School Case titled “The Army Crew Team”. The case write-up describes a coach’s dilemma regarding an underperforming Varsity Crew team. The Varsity team is consistently losing to the Junior Varsity (JV) team forcing its coach to consider taking drastic actions four days before the National championship. The coach is considering the following three options: switching the Varsity and JV teams, switching individual boat members, or intervening to improve the Varsity team’s performance (Snook & Polzer, 2004). The coach should switch the Varsity and JV teams and allow the more cohesive team to compete as the Varsity team in the National championship. The following are questions and answers regarding The Army Crew Team Case.
Change in an organization occurs when an organization identifies an area of where necessary change must be undertaken, examines it thoroughly and adapts to it. This may lead to gaps where employees may not adapt to a certain change and therefore it is important that an organization takes into considerati...
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...