Critically Examine the Arguments for and Against Deliberately Trying to Change Organizations

Despite the difficulties in interpreting the external environment, organizations do make changes in anticipation of what might be needed, known as anticipatory change. ( Nadler,et al.,1995 )

The issue with planned change is the misconception that outcomes are foreseeable, when in reality, the idea of control and predictability are impossible in a complex adaptive system. By its very nature a complex system is constantly in flux with multiple moving parts and pieces that function independently, yet are symbiotic.

Change in an organisation can either be planned or unplanned. “Planned change is change that comes about as a result of a specific effort on the part of a change agent” (Wood et al. 2001, pp 635), with unplanned being the opposite. Wood (et al. 2001, pp 635) also states that planned change comes about as a result of someone’s perception of a performance gap. The board’s recognition of such a performance gap led to Fletchers appointment as chief executive, and change agent.

Once implementation is under-way the results of the new change to systems and structure must be under constant observation. Change never looks exactly like the expectations of the strategic plan and affected individuals will not always respond as expected, either. Leaders must examine and evaluate target objectives revealing if change is reaching desirable results for the organization.

The book has three parts. The first part discusses change as a necessary component for an organization to stay relevant. Handling initiatives rapidly are necessary in unstable environments. Certainly, the provided common errors of change imply significant consequences (Kotter, 2012). Dr. Kotter defines

Leading and managing change require a solid theoretical foundation. This assignment will research the theoretical elements of change and change management. Addressed will be the following: Organic Evolution of Change, Formulating Strategic Development Approaches, Leadership and Management Skills and Gathering and Analyze Data. As societies continue to evolve and changing demand creates the need for new products and services, businesses often are forced to make changes to stay competitive. The businesses that continue to survive and even thrive are usually the ones that most readily adapt to change. A variety of factors can cause a business to reevaluate its methods of operation. According to literature from the past two

ABSTRACT The purpose of this article is to summarize several change theories and assumptions about the nature of change. The author shows how successful change can be encouraged and facilitated for long-term success. The article compares the characteristics of Lewin’s Three-Step Change Theory, Lippitt’s Phases of Change Theory, Prochaska and DiClemente’s Change Theory, Social Cognitive Theory, and the Theory of Reasoned Action and Planned Behavior to one another. Leading industry experts will need to continually review and

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

The purpose of this book is to make us see that nearly all-operating prescriptions for creating large-scale corporate change are nothing but myths and that changes do not happen from one day to another by a miracle, the change from good to great is the result of a successful plan who

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

The aim of this report is to provide a critical analysis of the concept of change in the business industry. The concept of change can be tracked back to Lewin’s Model of Change therefore the intitial introduction of this report focuses on the relevance of the Model of Change and its importance to giving precedence to other relevant change management theories and how Kurt Lewin’s work on heavioral science and planned change during World War II gave rrise to prominence of experimental leadership and planned change processes which also in turn launched a new generation of research that lead to group dynamics and how change programs are implemented into an organisation (Burnes, 2004). This is important because today’s basic elements or factors

Finally, one organisational response to change is that organisational forms are themselves evolving. Therefore, the change management response will

Individuals when faced with any major change will be inevitably resistant and will want to preserve the status quo, especially if they think their status or security within the organization is in danger (Bolognese, 2010). Folger and Skarlicki believe that organizational change produces skepticism in employees which make it problematic and possibly even impossible to contrive improvements within the organization (as cited in Bolognese, 2010) Therefore, management must understand, accept and make an effort to work with resistance, since it can undermine even the most well-conceived change efforts (Bolognese, 2010). Furthermore, Coetsee states for organizations to achieve the maximum benefits from change they must effectively create and

In the review of the book, “Making Change Work: Practical Tools for Overcoming Human Resistance to Change,” I decided to summarize the major steps the book establishes. It discusses how to begin the change process by understanding your need for change, to the final step of the change process where an organization needs to implement changes. After summarizing the steps, I am going to show how the book relates to the textbook, Organizational Change: An Action-Oriented Toolkit, as well as giving a managerial implication.

An environment in which change may be the only constant is a challenge to every organisation and manager alike (Hayes, 2007). The need and pressure for change being consistent, it is crucial