An Organization in Change

Growing organization move through 5 phases of development, each of which contains a relatively calm period of growth that ends with a management crisis. Each developmental phase is strongly influenced by the previous one. Thus by knowing an organization’s development history it is possible to be more prepared for the next developmental crisis. These crises can be used in order to achieve future growth.

The book The Heart of Change shows the practical side of the theories that are taught in the course textbook. It presents stories of successes and failures based in the application of concepts discussed in Organizational Behavior and Management and in class. Although we talked about several different concepts the ones that are evident in the examples in The Heart Of Change are the more progressive and individual centered approaches. The leadership characteristics that are important to successful change in an organization are those that are espoused in the transformational theory of management. It makes sense that ideals in line with the transformational management theory

This paper will discuss CrysTel a telecommunication company that has come to the realization that they need to develop a corporate culture that can support constant change. The first topic reviewed will be the Implications of Organizational Change and associated impact on employee behavior. The next topic the paper will discuss is the proposed change model and the potential impact that human variables and resistance to change will have on the process. The paper will review CrysTel will address employee reaction to the change specifically resistance to the change. The third topic, Measures to Monitor Progress will

Change is unavoidable. The need for organizational changes is the result of various factors. Changes in all aspects of healthcare in the past and currently are the result of continued decreases in reimbursement, advances in technology, and new or changes in government mandates. The focus in health care has shifted toward disease management, and as a result patients are living longer and requiring more long term and home health services. Advances in technology has led to better informed patients and increased expectations of the health care providers. This

Change has become necessary for every organisation there is. World is moving rapidly towards better technologies, efficient systems, new techniques, compact profits, different friendlier environments and organisations are always in the race to reach new heights by thriving effectively in this competitive environment (Kotter, 1996).

To successfully implement change, employees need to understand how this will benefit them and impact their daily work. One of the things is that something might look good on paper can have drawbacks that are not realized by the planners, but can be easily identified by the employees who must implement the change. Therefore as a manager you need to bring the idea to the employees and get their feedback and continue to empower the employees to make the change that will work for them. Since change doesn’t happen overnight a manager needs to continually in monitoring the

Creating change through an organization can be difficult especially when the leader is the outsider coming into a new city. Miriam Krehbiel, the President, and CEO of United Way of Greater Topeka, stirred the pot of the Topeka United Way and created change as the new CEO coming from California. Strong leadership and devotion helped guide Krehbiel through different forms of leadership. These main concepts that connect with Krehbiel’s time of change in the Topeka United Way were two principles from Jim Collins’, Good to Great, traditional change agent, adaptive leadership, and a leader with a complex system. Through Krehbiels’ creative ideas for the Topeka United way, she created change and updated the organization’s way of conducting business. These changes were greatly accepted, yet the people revolted against change at the same time.

Change management is relevant as though the research finds that change is taking place at an ever-increasing pace, the evidence suggests that most change initiatives fail. For example, recent CIPD research suggested that less than 60% of re-organisations met their stated objectives which are usually bottom line improvement. This is consistent with other published research.

If you’ve ever tried to change anything, you know how hard it is. How do you go about getting your message across to truly change people’s behavior? While most companies believe change happens by making people think differently, that isn’t the case. Instead, according to John Kotter and Dan Cohen, change happens when you make people feel differently. You have to appeal more to the

WeaveTech is an organization that has been in the business for long time that has employed 315 managers, and 1835 employees at its headquarters and at three plants within a hundred-mile radius of Gloversville (Beer and Swier, 2015). This company has had the opportunity to have a low profile and has always ensure that its employees feel important and valuable. In a memo that was removed from the employee handbook after the company was purchased by a new owner, the company’s believe was “We also do not believe in layoffs. It would be easy to make downsizing part of Johnson-Ware’s “strategy” when times are lean, but taking the long view of our business means that we resist doing what is easy when that is not the right thing to do. We have sometimes needed to be creative in order to avoid letting employees go during a downturn, but I am proud to say that we have succeeded in this effort” (Beer and Swier, 2015).

Many companies emphasize a culture of continuous improvement. While never being satisfied with the status quo can drive

Change within organizations is a necessary process for its growth. According to Van de Ven & Sun (2011), it is very important for any change being made to be consistent with the organization’s long-term goals. Misalignment of the firm’s goals with the proposed change will cause breakdowns and gaps in the process. ABS Corporation is currently undergoing an organizational change, on how services are being offered and delivered to the client. The firm is moving from a holistic model, to a variable model, allowing the implementation team to customize each service to the needs of the client. This model will also allow the implementation team to design services according to the client’s price. The model is designed to increase

Over the years, the manner organizations have run has transitioned significantly. With new technological advances and the introduction of new laws, which regulate how businesses run, it is apparent that management is more crucial than ever, therefore making it still relevant in the 21st century. The multitude level of changes has resulted in businesses having to restructure, plan and undertake relevant measures to ensure they continue to perform at a high level. Businesses need to be able to meet the perpetual and continuous changes of the 21st century. New insights and strategies are required to support the changes in the various organization levels. Ultimately, it is management which lead companies to plan and implement these changes,

Nowadays, people are not unfamiliar with the words organisational change or organisational development (OD). Generally, people argue that OD is a process of achieving the organisation’s effectiveness that involves the developing of both internal and external factors of the organisation. In order to be successful, many organisations also focus on how to maintain certain missions, goals, or to cope with the development of the competitors. Adam Smith believes that the initial idea of OD is changing the current state of the company. Some changes could be through restructuring or reorganising the internal structure of the company and changing the operations’ processes. To be more specific, Adam Smith comes with broad definition, stating that OD

It has been observed that people usually came across different types of changes in their life. These changes may occur in the occupational or personal life. But, almost ninety five percent of people feel resistance to these changes. In addition to this, people always want to follow their daily routine and feel satisfied by practicing their routine habits. Many researchers are still working to find out the actual reason for this resistance and some has find out that there are a number of internal and external factors due to which individuals feel resistance to change (Kotter, 1996). Perceptions, attitude, fear of change in status, behavior, beliefs and misconception about an idea are some of the internal factors. On the other hand, the external factors are absence of role model, environmental resistance, lack of resources etc. The description of these factors is as follows: