Organizational Change

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Transitioning from the present sate to a desired future state requires an organization to bring about change. According to Thomas S. Bateman and Carl P. Zeithaml in their book Management: Function and Strategy. "Today, businesses are bombarded by incredibly high rates of change from a frustratingly large number of sources…. Insidepressures come from top managers and lower-level employees who push for change. Outside pressures come from changes in the legal, competitive, technological, and economic environments."The internal and external driver such as the globalization, competitiveness, technological advancement or a new national or international legislation drives the organization to change (M J. ). Change has to be accepted, the organizations has to renew and develop, and has to survive with the pace of ongoing changes and development. Planning a change process, it has three basic groups that are involved in the process according to Kanter, Stein & Jick(Berry 2009. Page. 21).
1. Change Strategists:
Identifying and visioning about the need for change in the organization. Why do we need change?, What is change going to bring about? What kinds of Changes are required?
2. Change Implementers:
Implementing and coordinating change, putting into the action the change plans.
3. Change recipients:
The ultimate beneficiaries of the change plan, who adopts the change plan.
Kotter explains that for effective change plan, the vision of the plan should be at the center stage which has to be communicated effectively to motivate participants in the change efforts.

In the 21st century, fast technological and sociopolitical changes all over the world have triggered the globalization of the economy. Success and survival depend upon the abi...

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RGOB 2005, Good Governance Plus: In pursuit of Gross National Happiness, Royal Government of Bhutan, Thimphu, Bhutan.
RGoB 2005, Position Classification System Policy Document, Royal Government of Bhutan, Bhutan.
Rhodes, R, Wanna, J & Weller, P 2008, 'Reinventing Westminster: how public executives reframe their world', Policy & Politics, vol. 36, no. 4, pp. 461-479.
Turner, M, Chuki, S & Tshering, J 2011, 'Democratization by decree: the case of Bhutan', Democratization, vol. 18, no. 1, pp. 184-210.
Ugyel, L 2013, Dynamics of Public Sector Reforms in Bhutan: Interaction of Values within a Hybrid Administration, Crawford School Working Paper No.13-01, Crawford School of Public Policy, Australian National University, Canberra.
Van de Ven, Andrew H & Poole, MS 1995, 'Explaining development and change in organizations', Academy of management review, pp. 510-540.

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