Change is an integral part of any organization that needs to keep abreast of its competitors in the business. It is important since it is the process through which an organization embraces new ideas or technology for running a business and quits using old-fashioned ways that have proved not to be working. The process of change management is a very crucial one since it determines the success or failure of the change. People fear change, and it is very important that steps are taken towards making them embrace this change and be part and parcel of the change process. This essay delves into the recent structural change that General Electric Company had in its subsidiary, in India.
Change in the management of an organization automatically triggers change in how tasks are carried out in the organization. This is because different managers exhibit different leadership styles and have varied preferences as to how tasks should be done. However, for G.E India, change in management brought more than just change in how tasks are performed in the organization. The appointment of John Flannery the helm of leadership in G.E India, as the president and C.E.O, marked the beginning of a fundamental change in the company's organization structure. Until his appointment, G.E India, just like other multinational corporation subsidiaries, had a matrix organizational structure (Ganguly, 2012). In the matrix organizational structure, the local business heads would report directly to the heads at the headquarters in Fairfield, who were at the same level as the country heads. However, John Flannery brought about a new structure that had not been previously used by G.E globally. In this new organizational structure, the matrix structure was done away with, ...
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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.
References
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Lawrence, Paul R. "How to Deal With Resistance to Change." Havard Business Review. N.p., Jan. 1969. Web. 14 Feb. 2014.
Hughes, M 2006, 'Strategic change', in M Hughes (ed.), Change management: a critical perspective, Chartered Institute of Personnel and Development, London, pp. 52-63.
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.
It is important that if you are ever running a business, you change before the change comes to you. Change can have either a positive or negative effect on a business and it is extremely important to strive to make it a positive
Change is never predictable, and does not follow specific steps in the models of change management. One needs to explore all models of change management, and find pieces useful to the organization allowing flexibility and not rigidly following a change model. The levels chosen are motivated by the approach to change, and the implementation of change will depend on the model used; however, basic steps are essential to both organizational and personal change.
Hall, G. E., & Hord, S. M. (2011). Implementing change: Patterns, principles, and potholes (3rd ed.). Pearson.
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,
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
Kotter, J. P. (2007). ‘Leading change: Why transformation efforts fail’. Harvard Business Review, January: 96-103.
The General Electric Company (GE) is organized with its chief executive officer, shareowner, and board of directors on the top of the pyramid, followed by their executive leaders and corporate staff. GE’s Board of Directors ensures the company serves the interests of shareowners and other key stakeholders with the highest standards of integrity and compliance. Serving equally as tough critics and wise counselors, they provide in-depth oversight of the major strategic issues of the company (General Electric Company, 2012). The authority officially vested in the board of directors is assigned to a chief executive officer (CEO), who occupies the top of the organizational pyramid (Bateman & Snell, 2011). There chai...
The desperate call-to-arms, "Change or Die"— which can be heard echoing down the corridors of businesses everywhere — is evidence that leaders have recognised the need to change. Managers know that companies must be fast, flexible, responsive, resilient, and creative to survive. Most also know that current mind-sets, techniques, and tools are ineffective for creating such an organisation. These people are displaying the talents required to successfully negotiate change. They are aware of the limitations around or within themselves and are willing to learn the necessary skills required to succeed as change managers.
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.
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
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).
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.
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).