Change Management Essay

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Change is an integral part of any organization that needs to keep abreast of its competitors in the business. It is important since it is the process through which an organization embraces new ideas or technology for running a business and quits using old-fashioned ways that have proved not to be working. The process of change management is a very crucial one since it determines the success or failure of the change. People fear change, and it is very important that steps are taken towards making them embrace this change and be part and parcel of the change process. This essay delves into the recent structural change that General Electric Company had in its subsidiary, in India.
Change in the management of an organization automatically
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It is a process that encountered many challenges, most notably, a huge resistance for it to take place.
There are a couple of reasons that drove Flannery to adopt this new organizational structure. Among them was to decentralize power and make the G.E Indian subsidiary more autonomous. In the matrix structure, power was centralized. The country head's involvement in running the business was reduced since they even the business heads in their own countries would directly report at Fairfield. This left their hands tied as to the influence they could exert on the business heads for better performance of the organization. The aspect of also constrained autonomy comes to play in the matrix structure when business heads who are in very far countries report at the headquarters, meaning that the headquarters are responsible even for the decisions on the ground (Ganguly, 2012). Flannery saw the need to change this so that the G.E Indian subsidiary would be autonomous, so as to reduce bureaucracy and quicken decision making processes. This change was also necessary to improve the relations of the departmental heads and the Country head through constant communication, consequently creating the team work spirit necessary for successful business operations.
The process of bringing in the change was a difficult one, John Flannery admitted. The three change management processes dubbed Lewin's Change Management Model
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