To keep up with today’s volatile marketplace, an organization should be able to adapt to its environment so that it is able to stay competitive. In order to accomplish the often times difficult task of continuous growth, in all its facets an organization has to plan and be prepared to change in the ever evolving business world.
Changes have been documented to have caused organization chaos, initiative overload and in some instances, complete collapse of organizational structure. One option to overcome the uncertainty of organizational changes is to develop a plan that implements the concept of Dynamic Stability. Dynamic stability could be defined as continual but relatively small change efforts that involve reconfiguration of existing practices and business models rather than inventing new ones. An organization will be able to achieve dynamic stability more easily through establishing the concept of tinkering, kludging and pacing. The practice of tinkering involves finding new applications for your products, or accumulating all your untapped resources to develop new products. Tinkering is often quicker and less of a financial burden than kludging. Kludging is basically tinkering but on a larger scale and often involves the combination of external and internal resources. Thus, it is often a financial drain to the organization as it involves tremendous effort and time. As for pacing, it is the concept of timing changes at the most critical intervals in order to prevent destabilization of the organization. Although pacing will not lead to any direct financial burden, it is crucial as it could make or break an organization.
Some of the most successful adopters of dynamic stability stress the importance of four operating guidelines; rewarding shameless borrowing, appointing a chief memory officer, tinkering and kludging internally first, and finally hiring generalist. First, rewarding shameless borrowing exemplifies the concept of imitating before innovating in order to reduce the time and cost of organizational change. Second, appointing a chief memory officer provides the organization with a historical journal of an organization’s activities in order to prevent past mistakes from occurring again. Another important operational guideline would be to tinker and kludge internally before outsourcing to increase the control of dynamic stability.
This book carries great discussions and uplifts our perspectives regarding business management in various ways. Frequent and common mistakes that were encountered by the managers was a key element for the ¡§eight mistakes of managing changes.¡§ Many follow others¡¦ common mistakes and fail from changing while reforming their organization. The possibility of failure is that they perceive the methods from those whom were successful, but they never understood the reasons why some people fail to change.
Nowadays, organizational change has a serious implication for the survival of an organization (Furst & Cable, 2008). Change is critical, necessary, and has becomes a key factor to win the game.
In order to get by in the world today and especially the work place you have to be flexible. You have to be able to drift or move from one city or job to another with ease. This drifting and moving about is becoming more common in today’s work place. Constant downsizing and the hunger for change causes people to drift (Sennett 22). The hunger for change, is described by Sennett as the desire for rapid returns or impatient capital (Sennett 22). The rapid return is ones expectation or wanting of more money as quick as possible. This urge for rapid returns causes people to seek out more profitable places of employment. This search for rapid returns requires people to be flexible in such a way as to be able to pack up and move and have no problems doing it. In a pure business sense, the flexibility in drifting is very ideal to the management.
Change initiatives are time intensive and exorbitant, which portentously influence an organization’s push toward success. And almost fifty percent of these initiatives are unsuccessful. Given that the certainty of change is inevitable, organizations will be required to determine how to effectively acclimate and endure change. Each tactical change in plans organizations are produced via programs and developments, and thriving organizations manage change by managing their developments and programs effectively.
Oakland, S.J. and S.J. Tanner. A new framework for managing change . 2007. http://www.emeraldinsight.com/Insight/ViewContentServlet?Filename=Published/EmeraldFullTextArticle/Articles/1060190604.html. 04 March 2014.
Recently, my company has experienced massive change. The company has had around a 50 percent turnover in the last year. Included in that turnover was everyone in the executive team, excluding the CEO. As our company struggles to handle new employees and a new vision, motivation and morale seems to be decreasing. In this paper I plan to explore why motivation and morale tend to decrease during times of change and investigate ways how a company can maintain high morale during massive change.
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.
Prevention of resistance is most effective when implementing change. Preventing the weight of inertia in a workplace allows the change to happen in a timely manner with minimal problems. As Lee (2004) emphasizes, leaders have the ability to effect change and performance. If someone is accountable for outcomes and poor habits, outcomes will improve. The manager must show a caring attitude over the process of change and welcome any positive innovation. This caring attitude will become contagious to the employees working under him and become a priority to them as well. Approaching the change in an accepting, open-minded manner can decrease the vulnerability and frustration associated with change. How the change is presented can make the biggest difference in the outcome of the change. The manager must show that blaming will be avoided at all costs. One will only ask why, not who, to avoid the feeling of belittlement. This can allow employees to become comfortable with voicing their opinions and mistakes, which can allow an even greater range of improvement. The manager must also encourage...
...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.
It is apparent that the only thing constant in business is change. Organizational change is often an overwhelming challenge for business leaders, managers and employees alike. The need for change may be the result of market shifts, economic environment, technology advancements or changing work force skill-set demands. Today Organizational change occurs for reasons that originate external to the organization (Chandler, 1996: Hannan & Freeman, 1984), as well as internal to the organization (Baker 1990: Prechel 1994). Thus, External constraints, internal constraints, resource dependency and increasingly growing competitive markets force organizations to change in order to maximize economic potential. Although organizational changes are usually a response in reaction to an event, companies and leaders should still expect to encounter issues. Organizations need to be more proactive and contingent on how to handle the problems that will inevitably come about. This will make the process of organizational change go smoothly as well as reduce resistance through proper management techniques. Resource dependency argues that both environmental and organizational constraints impact organizational change (Pfeffer & Salancik, 2003).
In the nutshell, changes in business environment are unforeseeable. It is common that sometimes company’s activity shall change to continues sustainable in the open market. Some company may threat of downsizing, bankruptcy or changing business model due to unfavorably change of business environment. Thus, it is important to manage change of business environment, which involved internal and external forces of change that contribute to incremental changes and transformation quantum changes in the organisation.
... is the most conscious choice and necessary as the organization will face different phases of growth and performance levels and it will need to adapt itself to the unplanned, unexpected, and disruptive changes” (Zatarain 2012).
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).
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).
And Senn, 1995, p. 3) Unremitting, unpredictable, and sometimes alarming change makes it difficult for any organization or manager to stay current, to accurately predict the future, and to maintain constancy of direction. The failure rate of most planned organizational change initiatives is dramatic. What is most interesting about these failures, however, is the reported reasons for their lack of success. Several studi