By any objective measure, the amount of important, frequently distressing, change in organizations has grown enormously over the last two decades (Kotter, 1996). Jeffrey M. Hiatt, CEO of Prosci Inc., (as cited by Gibson, Ivancevich, Donnelly & Konopaske, 2009, p. 481) explained, “thirty years ago, a foturne 100 probably had one or two enterprisewide change intitiatives goiong on; today that number is proably between 20 and 25.” The speed of global, economic, and techological development makes change an ineveitable element of organiztional life. Change is a pervasive, perisitent, and permenant condition for all organizations (Gibson, et al., 2009).
Organizational change means different things, and strategic renewal comes in different forms. Organizational change includes such concepts as first-order; incremental, continuous change and second-order, transformational/revolutionary, discontinuous change:
• First-order, incremental change, which may include modifications in systems, processes, or structures; however, it does not involve basic change in strategy, core values, or corporate identity. First-order changes preserve and develop the organization: they are changes created, almost contradictory, to sustain organizational continuity and order.
• Second-order, discontinuous change is transformational, extreme, and substantially alters the organization at its core. Second-order change does not involve developing change, rather it entails transforming the makeup of the organization (Palmer, Dunford, & Akin, 2009). In addition, Nadler and Tushman (as cited in Palmer, et. al, 2011) develop this distinction involving incremental...
... middle of paper ...
...ng back data are the principal change activities in diagnosis, the change agent should utilize a comprehensive open system model to examine the entire organization rather than just one group (Cummings, 2009). This will lead toward a well-informed change plan (Cummings, 2009). The information from the gathering methods will provide qualitative and well as quantitative data (Logan, 2002). Nadler and Tushman (as cited in Palmer, et. al, 2009, p.127) have developed an open system whereby congruence depends on the alignment of four components: task (particular work activities that must be carried out) individual (the knowledge, skills, needs, expectations of the people in the company), formal organizational arrangements (structure, processes, and methods), and informal organizational (understood, unstated values, beliefs, and behaviors).
Need Writing Help?
Get feedback on grammar, clarity, concision and logic instantly.Check your paper »
- In the course of considering and implementing change, the need frequently arises for effective application of the approaches and tools for managing resistance to change (Palmer, Dunford, & Akin, 2009). Change often fails from ineffective management of the internal and external forces of resistance opposing change (Kotter & Schlesinger, 2008; Oreg, 2003; Palmer et al., 2009). In response, this paper discusses the approaches (tools) deemed most essential for managing resistance to change relative to the scope of the situational contexts in which they might be applied.... [tags: Management]
1965 words (5.6 pages)
- Effective organizational change requires an alteration in patterns of employee behavior (Spector, 2010). There are many reasons why stakeholders can be resistant to change including but not limited to; misunderstanding, self-interest, inability to adapt and disagreement with the change. It is management’s job to understand this resistance and effectively combat it. There are several tools that can be used to combat resistance to organizational change to increase the chances of effective organizational implementation.... [tags: Business Management ]
1557 words (4.4 pages)
- For most, resistance to change inevitable, for some it is their personality and others it is fear of the unknown. Organizational structure may change through downsizing, outsourcing, acquisitions, or mergers. In this paper, I will be examining resistance to change during a merger and how to manage this type of stressful and many times unclear change in an organization. There are three key strategies for managing resistance to change; communication, participation, and empathy and support. Throughout this paper I will discuss the three strategies above as well as some other contributing factors to change in an organization.... [tags: Organizational Structure, Fear, Change]
1256 words (3.6 pages)
- Organizational change and stress management are widely accepted as two major issues in organizational life today (Vakola & Nikolaou, 2005). If there is one constant in the business world, it is change (Washington & Hacker, 2005). But with change, stress will normally follow. Change is defined as making things different while stress is defined as a dynamic condition in which an individual is confronted with an opportunity, a demand, or a resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important.... [tags: change, job stress, organizational life]
1309 words (3.7 pages)
- Introduction Organizational behavior can be considered a broad field covering a wide range of topics over the past hundred years. Areas include leadership, motivation, individuals in teams and groups, effects of the work environment, power and influence, and organizational change (Ott, Parkes, & Simpson, 2008). The last area, organizational change, has received much focus and attention, thus the vast amount of literature on the topic. This could be because scholars and researchers are aware that change is a necessary part of organizations, if they want to successfully move into the future.... [tags: Organization, Change management]
941 words (2.7 pages)
- Resistance to Change There are many factors that contribute to the lack of a successful implementation of a change within an organization. Resistance to change has the biggest effect on an organization. Resistance to change harms an organization’s progress, and leads to complications in implementing any type of change within an organization. While change and resistance to change will be analyzed in many different ways, simply put, the resistance to change will be the number problem when an organization attempts to change something, and some resistance can “poison” the whole process (Palmer, Dunford, & Akin, 2006, Pg.... [tags: Change management, Management]
1907 words (5.4 pages)
- By any objective measure, the amount of important, frequently distressing, change in organizations has grown enormously over the last two decades (Kotter, 1996). Jeffrey M. Hiatt, CEO of Prosci Inc., (as cited by Gibson, Ivancevich, Donnelly & Konopaske, 2009, p. 481) explained, “thirty years ago, a fortune 100 probably had one or two enterprise wide change initiatives going on; today that number is probably between 20 and 25.” The speed of global, economic, and technological development makes change an inevitable element of organizational life.... [tags: Business Development, Business Transformation]
2618 words (7.5 pages)
- Individuals when faced with any major change will be inevitably resistant and will want to preserve the status quo, especially if they think their status or security within the organization is in danger (Bolognese, 2010). Folger and Skarlicki believe that organizational change produces skepticism in employees which make it problematic and possibly even impossible to contrive improvements within the organization (as cited in Bolognese, 2010) Therefore, management must understand, accept and make an effort to work with resistance, since it can undermine even the most well-conceived change efforts (Bolognese, 2010).... [tags: Sociology]
1271 words (3.6 pages)
- I. Introduction The purpose of this paper is to discuss the plan to implement a major change within the department of an organization. The change will involve a substantial change to the departmental structure, the department’s processes, personnel responsibilities and the reporting lines of the individuals within the department. Studies have shown the majority of change initiatives have failed over the last several decades (Kotter, 1995, p. 59) with some researchers findings that over two-thirds have failed (Szabla, 2007, p.... [tags: departmental structure, Kotter, Lewin, success]
1684 words (4.8 pages)
- Change Management Introduction A need for growth in any organization to stay a viable entity must occur. Organizational change is inevitable. Just like anything in life, markets and cultures change which require constant attention and preparation. In order to be successful in any market, an organization has to be able transform itself to the needs for the market. CrysTel is no stranger to change. CrysTel is a telecommunication company with over 2500 employees and a gross income of approximately $200 million a year.... [tags: Organizational Behavior]
1536 words (4.4 pages)