Changing The Structure Of An Organization

Change happens in a business environment for a variety of reasons. Those reasons depend on both internal and external factors.

The company is geographically located in most major united states locations. It employs a hierarchal organizational design. One of the contributing factors to its success is the company’s success in providing a dining experience for its customers that excel in choices, price, customer service, and serving size. The company is known world-wide for its delicious cheesecakes with the key factor being the variety.

Change is difficult because all organizations cultures, structures, mission, and values are unique. As a result, there is not a “blueprint” that leaders can follow to ensure change initiative success. However, understanding the conditions that promote successful change processes is critically important for leaders. If employees do not support

My company needs serious organizational change in two areas. First is improving our vendor payment processes. We have been having problems getting the funds to our vendors on time and sometimes paid them the wrong amounts due to our current process. This problem must be fixed for the future of our relationships with our vendors, suppliers, and contractor agencies. We must establish a change that will help repair and build the relationships and ensure the we also receive our merchandise in a timely fashion. The other area that needs to be improved is our company culture by means of employee evaluation. Currently, our employee evaluations are based on a numerical scale, measuring performance in a 1 to 5 basis. This leaves almost no room for improvement

There are many reasons that change can or must occur within and organization. The key will be in understanding the organization and the prospective change. According to Mangundjaya (2015) "there are many variables that can influence the success of organizational change, such as the content of the change, the process of the change, individual characteristics, leadership, external environment and organizational context" (p. 67). Organizational change has the potential to successfully align an organization with its goals or completely derail any future success and progress. It is important that the organization takes the proper steps to prepare for, implement, and evaluate change.

The change models discussed in class provide a pattern for change and presents a picture of what will occur

John Everet will act as the playboy by displaying a lack of involvement through his

Lippitt’s Phases of Change is an extension of Lewin’s Three-Step Theory. The focus on Lippitt’s change theory is on the change agent rather than the change itself.

Drivers for change come in two categories, internal and external. In the simulation, "Organization Structure", the pretence was that the stagnating system integration market, lead the CEO to

Emergent approach believes in continuous and natural growth of change. It motivates the organisation to flourish in an unpredictable environment. It sees change process as something that unpacks and arise from various factors and situations occurring in an organisation (Burnes, 2009). It stems from the belief that change cannot be planned because there are lot of unforeseen events and unintended outcomes that can occur during a certain amount of time. Bernard burns (2009) defined it as “Emergent change is based on the assumption that change is a continuous, open-ended and unpredictable process of aligning and realigning an organisation to its changing environment”

Personal impact and fear of change are not the only causes of resistance by individuals during a change to business practices. The lack of respect and negative attitudes can also lead to employees resisting business change. If an employee lacks respect or has a negative attitude towards a person or department leading the change, then there are more likely to oppose the new ideas being implemented. Poor communication greatly impacts individuals’ accepted to new practices in a company. Typically if an employee is given new behaviors to adopt, but is given no reason, then that employee may reject the change. Upper management must effectively relate the value, need and benefit of the change to help get employees on board with new changes. The lack of individual input can also lead to resistance. Some individuals feel the need to be included in new ideas. When employees are not asked to be involved in changes, they may lack the vision of importance or will to change. A heavier workload can also cause opposition among employees. Employees may not embrace more systems and requirements needed

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

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Because the change is depends on both positive conditions and negative conditions that occurs in the organization. More importantly, it occurs due to economic factors rather than the socio-economic factors. It occurs when the people and their problems are directly involved.

The structure of an organisation is built in order to achieve the distinct tasks by the labour and coordination between teams to provide goods and services. Organisational structure is selected in order to have a basic work and consistency according to the situation. The most foremost factors in an organisation are skilled labours, mutual understanding among the fellows and direct control to frame a good result. A good structured organisation results in quality production, which can be taken into peoples consider through marketing. When an organisation tracks in a solid structure, management plans and tasks can be easily constructed and executed. In this essay, I have been explained about the concept of Mintzberg five