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A. What is organizational change? Organizational change is a term used to describe a total overhaul of an organisation. This refers to a big scale changes to suit the current change in needs. There are many reasons. Sometimes there is need for an organisation to curb challenges arising like neck to neck competition, retrenchments or massive lay offs. It may also involve new changes in technology and an organisation might want to adopt or re-fix the new structure in their work places. All this will affect the working operations and environment of an organisation.
Organizations sometimes might find need to merge with other related organisation this will force both organisation to restructure (McNamara, 2008). Basic Context for Organizational Change An extreme markets battle has forced many organizations to adopt many ways to survive. An organization might have been offering quality services or rather substandard services hence need to adopt modern technology. This cannot be done without know how, it requires in depth information about how and how effective the change will be.
Organizational change can be very expensive, some organization are on favor for minimal changes as they review the effect of the new change. These small changes act as stepping stones for more changes to come for instance lay offs; this is a very costly assignment to an organization. It is important to learn that organizational change requires lots of funding (Darby & Mcglynn, 2000, p13). Though this can bring desirable transformation, it is a painful undertaking especially where finance is concern.
At the end of the day an organization should evaluate its achievements brought about by the big change Organization change is a very technical procedure; it requires intellectuals, skilled person or specialist who has an insight understanding about the running, management and all other that pertain administration. The entire running and management will be approached very differently of an organization. It entails new procedures and regulations to be followed by the organization’s management and entire work force (Darby & Mcglynn, 2000, p13). Every organizational change presents new vision and approach.
Accomplishment of the targeted goals and result is now viewed in another perspective; this is because the change might come up with new challenges. The duties and roles of every individual worker changes, others might be absorbed hence need for everyone involved to specialize on ones best subject. It’s noteworthy to learn that every each organizational change shakes all the running of an organization from the top level to bottom and bring new sense of direction. After organization change is accomplished efficiency should be expected and redundancy eliminated (Darby & McGlynn, 2000, p. 13).
B. Forces for and resistance to organizational change Organizational change is viewed as a life circle and every organization should undergo in order to survive both internal and external pressures. It is very fundamental given other forces surrounding the change are put into account. Emergence of new technology can compel an organization to embrace and adopt, for the benefits and betterment of an organization. Computerization of an organization’s department is a perfect example of technology changes especially those which have been carrying on their duties manually Such office automation comes with more efficiency and reliability in executing duties (Darby & McGlynn, 2000, p13 ).
Another example is the introduction of automated teller machines by banks, despite their cost they are accurate and efficient s compared to bank clerks. In that connection it can led a bank into providing more products and services to their clients and customers, competitiveness needs for more supply in the market, change of services products. For any organisational change to take place it need profound consultation in relation to the targeted results. Its result and final achievement should be tangible and convincing (McNamara, 2008).
C. Evolutionary and revolutionary change in organizations Evolutionary change The change within the organization should be successful and constant such that it does not arouse any massive upheavals within and without the organization. Major development and progress in any organization is dependant on the degree of change in the new ideas and how the affected react to it. The organizations need to check at what their users want and supply them appropriately. The use of the collective intelligence and social networking within the organization is evolutionary since it encourages the blending of different good ideas towards the progress of the organization.
Exploration of complex situations and involving everybody to participate intermsof decision making is also evolutionary to an organization (Casey, 2008). Attracting people to your vision as a manager within an organization plays a very important role in persuading them to buy into your outcome products, since this will give them a since of feeling that their contributions are very appreciated. Initiatives are the best way to introduce implement and institutionalize deliberate and on-going renewal.
The involvement of many people in operational problem solving evolves to Participative Management Problem which is a profit sharing program that increases productivity and employee involvement across the board (Miraglia, 1994). For the renewal of any organization it calls for the organization to improve on its response to customer needs and increase its willingness to experiment with multi-function structures and teams which are led by entrepreneurial spirit. The management layers also need to be scrutinized and reduced and the ineffective functions scrapped off.
Determining better ways of pushing responsibilities to every section of the organization without any inconvenience is evolutionary. The creation and continuation of complex activities like efforts in training and quality management processes brings better changes to an organization. This calls for the keeping of simultaneous changes to move in relationship to each other rather than in isolation (Casey, 2008). Revolutionary Change The organizations don’t look to their users in order to try and adjust on what users are willing to adapt to on a large scale.
The situation by which most organizations only look for the way to sell out their big products without considering the taste of the consumers is revolutionary since they force the consumers into doing new things they are not comfortable with. The abrupt introduction of or addition new technology within the organization is sometimes very disruptive since it will require quite a bit of training which will consume sometime to allow for adjustment (Miraglia, 1994). The time taken by the organization to sell out its ideas sometimes can be longer.
This can be due to disagreements across the decision making board which delays the implementation processes. Within any organization the implication for the Human resources need to seen as not only just to preserve and teach old lessons, vocabulary and assumptions but also to lead in the change processes, development of versatile models, teaching and encouraging new vocabulary and also be at the forefront of the encouraging continuous learning and sharing of knowledge The critical business issues like entrance into emerging markets and new product development pose a revolutionary change into the organization.
The competition by related organizations also poses a challenge (Miraglia, 1994). D. Managing the Organizational Change Since an organization is a group or an association made by people who come together with different thoughts and opinions with an aim of achieving certain goals, therefore an organization is made up of individuals and in order for organizational change to be successful; there are different principles which should be considered. First an individual has got to achieve personal change which gives a positive approach to the change by applying it.
Thoughtful planning and implementing sensitivity is another crucial principle to boost the organizational change. Consultation and involvement of the individuals affected by the organizational change is important since forcing of changes to an individual will cause problems (Kotter, 2002). The organizational change must be real, measurable and also achievable. These characteristics are relevant in the management of individual changes. Before the commencement of organizational change management, there are questions which are supposed to be taken into consideration.
Organizational achievements, why, and how will an organization know if it has achieved the changes. Who the changes have affected and their reactions, how much of the change can be achieved and what parts of the change which are needed with help. These features are in strong relation to the management of the Organizational change (Kotter, 2002). For proper management, change needs to be understood and managed in such a way that people can successfully cope with. The director is the settling pressure.
The affected organization or individuals need to agree with the change, understand the need for change and also be given a chance to decide on how the change will be managed and also they should be involved in the application and planning of the change (Kotter, 2002). Confronting each other is the best way to undertake susceptible issues of organizational change management. People or employees need to encourage their, manager to talk face to face to them if they are of help to the manager in managing the organizational change.
Sending mails through internet and writing notices are the weakest ways of communication and enlargement understanding. If there is urgent change to be made in an organization, the reasons should be investigated and also its urgency is real. Also their needs to be consideration if the consequences of accepting the rational time-frame can be more devastating rather than taking control over the unsuccessful change. Fast changes in organizations avoid proper consultations and involvement and these leads to complications and more times is consumed when it comes to solving the issues (Kotter, 2002).
For successful management for an organizational change, top management in an organization should be involved. This brings out reliability, ideas and expressiveness from the champions. Change is achieved when carried out as a group. The change representative always has a role of carrying out translation of the vision to a practical plan and also carries out the plan. Change communication is required to be regular with all the affiliates of the organization. For change to be maintained, the organizations’ composition needs to be given an amendment by either making course of actions, guiding principles and also deliberate plans.
Such kind of change in the constructions of an organization characteristically involves re-freezing process and an unfreezing change (Mc Namara, 2008). E. Organizational Development Organizational Development is a challenge which gives authority to the organizational members in order for expansion to take place in peoples’ openness with each other concerning their opinions of the association and their experiences in the organization. This encourages members to take greater accountability for their own deeds as members of the organization.
In organizational development the assumption is that when people practice the purposes simultaneously, there is a likeliness of organizations finding out new techniques of working together and hence there is achievement of the organizational goals (Nielsen, 1984, pp2-3). The final thought of organizational expansion is that organizations are social arrangements. Their aim is to increase long term presentation and physical condition of the organization as well as to also improve lives of its associates.
The organizational development loom stresses on organization background which manipulates the way people perform their duties using organizational change based on exploration and achievement (Toolpack Consulting surveys, 2008). By using planned modification based on research, there is increase in motivation, elimination of obstructions and easier change. The perfect is an organization where there is constant improvement which is rampant in a way that it is not expected as a proposal.
Organizational Development, changes the performances, shared beliefs and values, of the organization by working with technical and social systems like incentives, communication, work processes and civilization (Toolpack Consulting surveys, 2008) Organizational Development assists an organization in authorizing leaders and individuals’ workers. It also creates a culture of constant improvement and arrangement around shared achievements. There is easier and faster change making. All the minds of the employees are put to task. Organizational Development also enhances momentum and quality of choices.
There is also assistance by the Organizational Development in beneficial conflict making rather than negative. Also leaders are given more control over the outcome by giving workers more authority over how they do their tasks (Toolpack Consulting surveys, 2008). There are different benefits which the Organizational Development has achieved, they include satisfaction to its customers, individual feeling of success, and profits by reducing costs for non profits, improvement suppleness of the organization, they have also achieved effectiveness of the costs as well as living, occupation and employment satisfaction.
Objectives of organizational development are observed in an organization where, the needs of the customers are always recognized and thought about by the managers and the workers, also people get remunerations for success instead of failure of innovation or creativity hence there is high improvement. The construction and processes are based on the present requirements rather than in the past needs hence there is efficiency and assistance offered to people (Tool pack consulting surveys, 2008).
Also in an organization, organizational development s’ objectives are achieved when in an organization; there is constructive resolving and conflict treatment. Hence this is used for modernization with no suppression and lack of intrusion with efficiency. The system of rewarding strengthens the organizational wellbeing. Also open communication is encouraged in both imaginative and straight and hence all the appropriate feelings are distributed and due to this, people can learn from the experience.
Decisions are required to be made by people with most related, express knowledge (Toolpack Consulting surveys, 2008). Conclusion Organizational Change is a very crucial feature which brings about wide change in any organization with the aim of assisting the organization achieves its goals strategically. Such changes include, restructuring of self managed teams, new technologies, collaborations, mission changing and also changing of the complete Management of Quality. Hence there is transformation of the organization.
This designates essential as well as elementary orientation in the way that the association operates (Mc Namara, 2008). In order for this change to take place successfully, individuals play a very important role in the organization. Hence there opinions and achievements as well as there aims are very crucial and require to be put into consideration. And this will only be possible with the application of some principles which once put into practice; the change becomes successful (Kotter, 2002).
Since communication is important to the success of any organizational change efforts, it is important for face to face communication since it is believed to be strong as compared to sending mails and notices. Motivation should be encouraged amongst the organization by rewards, incentives etc. Organizational Development is of great benefit to organizations since it brings about profits, satisfaction both at work and in life. Also goals are achieved due to the Organizational Development efforts (Tool pack Consulting surveys, 2008).