“In today’s highly volatile, unpredictable and ever flexible business environment, organisations can only take an emergent approach to change”
Introduction
The given essay will systematically investigate and analyze the role of emergent change in a dynamic and competitive business environment where change management is used to be a strategic advantage. It will begin with the discussion of different management theories proposed in past few decades and its telling contribution on various approaches of change management. Further, SWOT and PESTEL analysis will be done to assess their impact upon organizational change. Moreover, Different approaches to organization change will be studied with greater emphasis on emergent change in a given framework.
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It often created a conflict between task oriented focus and people oriented focus among managers. To answer this question, thinkers proposed different approaches to management to resolve these issues. It started with theory of scientific management proposed by Frederick W. Taylor that focused on task (Celik & Dogan, 2011). It worked in short term but came out with employee dissatisfaction and demotivation in larger perspective. To resolve this issue, Elton Mayo proposed humanistic approach of management (Rosanas, 2006) which involved more interaction between employees and employers to take care of social and psychological needs.
Positivism and social construction also play an important role in organization behavior as knowledge and science builds positivism and human understanding builds social construction and they affect differently in shaping behaviors in an organization. Later on, it also affects change management
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Technology helps them in communication, coordination and execution of roles and responsibilities amid many other functions. Thus, any organization change strategy needs to focus upon the three most important elements as structure, people and technology. Change in structure brings dilution of existing roles and responsibilities and new structure is established (corkindale, 2011). Strong organizational culture (Madu, 2007) thrives on core values which is acknowledged and respected by everyone in the organization. Core values are the guiding force for employees and they require minimum regulation to govern themselves.One such theory is proposed by Ansoff and McDonnell which says that organizations identify opportunities and threat in outside environment and change themselves to exploit the opportunities and counter the threats. It is the responsive behaviour of organization to change with the change in environment. Ralph Douglas Stacey has put organizational change in different manner and devised Stacey matrix (Zimmerman, 2007). It has identified different scenarios and approach of navigation that are faced by management and leadership in decision making
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.
Podmoroff (n.d.) describes “When you manage change effectively, you can move your organization into the new "business as usual" state swiftly, and you'll find that other people are quick to accept change”. Change management is frequently directed by a powerful change management model; this provides people with a foundation that can be used to comprehend the process and what is expected of them (Connelly, n.d.). Kurt Lewin’s theory...
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.
Change is an inevitable part of life involving individuals and organizations. The purpose of this paper is to analyze a significant organizational change. The analysis will explore the change, the reason behind the change, key players, the timeframe, the outcomes, leadership strategies, mistakes made by key players and suggestions to alleviate the mistakes.
Every organisation goes throw an event that prompts the realisation that change needs to occur in order for the firm to survive or evolve in their respective market. Therefore the process of change requires management to develop a strategy to drive the organisation through change effectively. Notably, this process is not an easy endeavour, similarly, the need to change will not always be acknowledged by incumbents at other managerial levels of the organisation. Thus it is important for management to have strategies to deal with internal resistance to the change. Arguably, John Kotter’s 8 step model is a strong framework to process change management such that the change is managed effectively to produce the desired results (. In that below is a short overview of the 8 steps, each step’s implications, the causes and after the overview an evaluation of the strengths and weaknesses of the Kotter’s 8 step model.
“Change will not disappear nor dissipate. Technology, civilisations and creative thought will maintain their ever accelerating drive onwards” (Paton and McCalman, 2008, 5). The nature of organisational change can be described as smooth incremental change that occurs slowly and systematically, bumpy incremental change that goes through periods of tranquillity followed by accelerated change as a result from environmental factors or internal re-structures and discontinuous change which are rapid shifts in strategy, structure and culture (Senior and Swailes, 2010). When an organisation starts to change this impacts on the individual level and without the correct collaboration, empowerment and communication from the organisation this can breed resistance from staff to adopt a change (Keep and Ash, 2001).
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).
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.
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 idea of change is the most constant factor in business today and organisational change therefore plays a crucial role in this highly dynamic environment. It is defined as a company that is going through a transformation and is in a progressive step towards improving their existing capabilities. Organisational change is important as managers need to continue to commit and deliver today but must also think of changes that lie ahead tomorrow. This is a difficult task because management systems are design, and people are rewarded for stability. These two main factors will be discussed with reasons as to why organisational change is necessary for survival, but on the other hand why it is difficult to accomplish.
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).
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...