(What)Organizational change is both the framework in which an association changes its structure, procedures for learning, operational systems, degrees of progress, or different leveled culture to effect change inside the organization and the impacts of these improvement on the association .Organizational change can be constant or happen for unmistakable time periods. Beside that, when an affiliation structure is angers by some inside or outside drive change once in a while happen or any alteration which happen in the general work environment of an affiliation. In other hand Organizational structure should be an operational respone to an organization's mission and strategy. Example, Aeon Co.(M) should develop the establishment of the successful
Organizational change happen as a response to a routinely changing environment or as a respone to a present emergency situation. Example Aeon should encourage an imaginative and inventive environment. Aeon must be productively and intentionally recognize on new musings and techniques for moving forward. (This requires organization to challenge the basic assumptions on which organization has been built). Because Aeon change these inquiries requires genius , which is the period of experiences and decisions and development, which is the transformation of those ideas and alternatives into useful applications that lead to change and improvement. In particular, an organization ought to reliably challenge questions, make redirection course of action, and look at issues from different perspectives. Therefore, the auditors should fairly assess how how experimental an organization is at the point when leading their
Bhd. was established in Malaysia, in response to the Malaysian Prime Minister Dato' Seri Dr. Mahathir's demand to modernize thee retail industry in Malaysia utilizing the world's most developed administration mastery. JAYA JUSCO STORES BHD. officially changed name to AEON CO. (M) BHD in December 2012. Example, Jusco Kinta has changed the name to AEON because AEON CO (M) undertaking RM10 million rebranding activity to change name of its retail chains from Jusco to Eon in Malaysia as a major aspect of worldwide marking advertising by Aeon group. Besides that, the name AEON is derived from the Latin word which means ‘eternity’. Through the years, JUSCO has become a household name to Malaysians and has been growing together with our nation since its first presence in Malaysia. Aeon is moving towards globalization by going up against the worldwide brand name for every one of its stores and malls. AEON will introduce a new tagline, ‘AEON ENRICHING YOUR LIFESTYLE’ to the
Organizational Change "The effectiveness of organizational change is greatest when a firm’s strategy is consistent with environmental conditions and there is internal consistency." (D A Nadler, 2003:204) The only thing that is constant in this world is change and this is widely acknowledged by many in the world, may it be a corporation or a social forum or a governmental body. What comes in this world has to experience change in the light of environmental elements and pressures and influences, internal or external. The study of organizational behavior gives that environmental factors are the political, legal, economic, demographic, technological, social and societal. While these are the external environmental factors that are and cannot be counted among the controllable factors for an organization, they do in fact influence organizational structure, policies and strategies. In turn, the internal environment of the organization, that is very much controlled by the management of the organization and comprises of the top to bottom managerial levels, the staff, the employees, the board of directors, the owners etc. this internal environment, is to a great extent the result of external environmental factors, the change of which results in the direct impact on the internal environment of the organization. As such in lieu of external environmental factors; change agents with in the organization tend to accept the change in their external factors and tries to bring about a compatible change within the internal environment of the organization. The effectiveness of the change that is being brought about with in the organization as a result of the changing external environmental forces is best when, as described by Nadler, the internal facto...
Management and leadership are viewed as two different perspectives in the business environment. As described by Dr. Warren Bennis ‘Managers are people who do things right, while leaders are people who do the right thing’, this means that managers do things by the set rules and follow company policy, while leaders follow their own intuition, which may in turn be of more benefit to the company.
Change is actually one of the things in life that can never be avoided, no matter how hard we try; it is the one constant in life. When it comes to organizations however, change can often be difficult, if not impossible, depending on a number of factors including employee receptiveness. There have been many studies completed on the cause of resistance to change. In Coch and French’s research study (1948) they asked two important questions surrounding resistance, “(1) Why do people resist change so strongly? and (2) What can be done to overcome this resistance?” Most change program experts will certainly name resistance to change as one of the largest obstructions to successfully executing change programs.
In order to lead and be successful you have to be willing to embrace change. Myatt (2012) explained that “leadership demands fluidity, which requires the willingness to recognize the need for change, and finally, the ability to lead change”. Change needs to be recognized in every organization. Organizations must undergo change to subsist. Each area of an organization needs to be assessed to lead change properly. Lastly, the change process must be managed. It is demanding that change agents are arranged for success and not failure by providing them with the proper tools, talent, resources, responsibility and authority necessary for the job (Myatt, 2012).
Why do organizations change? With time goes by, rapid development of science and technology had led us to a world full of competitions. Change and stay alert to keep up with the current trend is essential asset to survive in this aggressive global economy. As the framework indicated by Pettigrew, there are two key context factors makes a great deal of effects on the reason for companies to change. Those are outer context and Inner context. Outer context could refer to the surrounding environment around the firm and the global economics status, etc. Inner context could be downsizing, restructuring the Gestalt, or the problem with coherent design archetype. Under the stress of the outer and inner context, forces or triggers will bring out the revolution. Change can be seen in a short term way and also in a long term way. Short term change could be a sudden, discontinuous and frame-breaking rupture which has an impact on the whole organisation, or new forms of management ad structure of the firm itself, or the breakthrough created by the major innovations or even can refers to the impact of new product and new market opportunities. Normally, financial crisis will be an initiative as a trigger to revolution. At first of the revolution, there would probably already has small changes in normal management and structure. As a long term way to apply the change, change agents are needed to do an ongoing, continuous and gradual progression or give some simpler initiatives such as improvements to existing products and product range.
Organizational change is entwined in an organization’s culture in order to maintain a competitive advantage. Organizations have to continually adapt to stay abreast of societal demands and changes and meet the needs of its customers. Educationally, schools must continually evolve to meet the growing demands and needs of its students. Lichtenstein (2000) noted that the need for change induces a high level of stress. However, stress and discomfort can be a catalyst for organizational change. In education, the stress can come from a number of accountability measures.
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). Furthermore, Coetsee states for organizations to achieve the maximum benefits from change they must effectively create and maintain a climate and culture that does not support resistance and rewards acceptance and support ( as cited in Bolognese, 2010).
The goal of organizational change management is to create a prosperous work environment through strategic change and applying those changes through the people side of management. Organizational change management is a branch of handling the outcome and strategies of new business processes, changes in organizational structure or cultural changes within a company. There are multiple components in understanding the techniques and goals of Organizational change management. The first part discussed will be on setting goals for an organization as it can be a complex process because if aimed too high, the goals will most likely not be attained and performance will deteriorate.
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.
Understanding the structure of an organization plays a vital role in laying the blueprint for how a company will be managed and organized. It provides a well-defined framework that outlines the roles and responsibilities of each employee in a particular company. It shows how each employee interacts and works one another in achieving the goals of a company. In other words, organizational structure is a reflection of the working relationships that govern the workflow of the company. It has a profound effect on a company’s structural dimensions, which includes formalization, specialization, hierarchy and centralization.
In the article “Working to Transform Your Organization”, the issue of tackling an organization’s needed changes amongst a bureaucratic national system is a difficult one. Fortunately, they become very attainable if certain steps are taken. These outlined concepts when combined with an opportune situation yield a positive result, it seems, when associations are no longer relevant or efficient. The Department of Defense, the Federal Emergency Management Agency (FEMA), National Aeronautics and Space Administration, and the Veteran Health Administration were all examined. It was determined within their case studies that eight common lessons emerged among them. These lessons are proven that when implemented, they have the opportunity to make the pertinent modifications to bring the largest organizations in line with their purpose. These ideas could be used on an organization such as the National Association for the Advancement of Colored People, otherwise known as the NAACP.
For the organizations which implementing innovation in their business environment, it is not easy for them to cope with the changes. With the transformation strategies, it can help the organizations to adapt the changes and ready to be productive as mentioned in Formulation of Organizational Transformation Strategies (2014).
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 article “Organizational Change management” is majorly based on addressing and evaluating different literatures and views related to the organizational functions in terms of change management and the impact of behavioral changes and psychological contract within employee and employer on the proper execution and success of change management. The illustration of organizational change management has highlighted different approaches adopted and executed by number of organizations. The rapid changes in economical and political factors of external business environment as well as the introduction of complex and globalized business practices has influenced a number of businesses to accept the practice of continuous change management in terms of coping up with the competitive environment.
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).