Importance Of Organizational Change

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We can define an “Organizational Change” after we have an idea of why it occurs:

Organizational change occurs when a company evolves from the current state to some desired future state.
It follows any changes in business strategies or dominant sectors of an organization which are also known as reorganization, restructuring and turnaround.
Now we can define what an Organizational change is:

It is the elemental strategy for ensuring that an organisation remains pertinent in a varying environment and thus is able to adapt to the changes. It includes analyzing and updating management structures and business processes.
One very important thing to keep in mind is that:
Managing organizational change is the process of critical
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Why is it necessary for contemporary organisations to appreciate the scale and scope of the change they are facing?
It is necessary for contemporary organisations to appreciate the scale and scope of the change they are facing because any organisation that does not change eventually becomes increasingly dysfunctional, unproductive and irrelevant. Even if an organisation does not manage change suffers greater costs-in terms of finances, opportunity, productivity and reputation-than fundamental when trying to change.
Thus even though if a company that refuses to grasp changes may become extinct, change initiatives that try to stuff too much fail.
It is always favorable to proceed with minor change projects, for example improving the response time in customer service centers, and then moving up to implement complicated and greater changes.
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Sometimes a change program in an organization fails, or under achieves, on the intended goals. There are plenty of reasons for above unfortunate
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Leaders are also needed to change their identity, perspective and mindset. In most scenarios organisational leaders, have little or no incentive to adopt radically different perspectives and methodologies to interact with the world where this is exactly what is required during transformation.
The leadership bias or blindness to process human psyche, is one of the major reasons why organisational changes fail or become more arduous than they need to be.
The organizational change failure may also be due to the manner in which change had been visualized, communicated and applied or because internal resistance to it builds. Employees keeping their own interests at higher priorities sabotage such changes.
Sometimes as simple as it may sound, resistance to some change is expected and normal as people cling to their habits and don’t prefer or want to let them go.
Change programs initiated by leaders in organizations fail because it is viewed as an external process, moving about sections of the organization, rather than an internal process which emphasizes on changes within
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