Current Rate Of Technological Advancement And The Growth Of Global Competition

During these times of change business may have to change its orgainsation, operation and its nature to deal with the challenges of each stage in the business life cycle. For business to be successful they must constantly develop and change strategies to deal with the growth of the business or the life of the business may be cut short.

One frequently asked question in business today that is least answered is, as stated by David Chaudron, PhD (2003), “What can we do to make our business flourish, survive and grow?” With the rapid changes in technology and the rise in the globalization of markets, we must have a game plan in place for adjusting to these changes. It has become increasingly difficult to predict what is going to happen, and there are thousands of obstacles and opportunities along the way. To add to the confusion, there are thousands of products, solutions and methods for dealing with these changes. With many brands, sizes and varieties it is very difficult to choose what is best for your organization. Add to that,

Change should be seen as a challenge and embraced with enthusiasm (Marquis & Huston, 2012). In my professional and personal life, I view and respond to change as a way to make improvements to existing regulations and circumstances. I embark upon the quest with determination to succeed at whatever task is presented to me. Life without change can become unchallenging and stagnant (Marquis & Huston, 2012). As society and technology advance, you must incorporate the necessary transformations that arise with it.

Change is difficult. Walking with people through change can be challenging and often draining. Bringing change, that persists is even harder. Most people resist even when they see the need for change and believe that it has to occur (p. 52).

William Bridge’s three-step change model “deals with change at a more granular, individual level, suggesting that change within a health care organization means that individuals must transition from one identity to a new identity when they are involved in a process of change” (Campbell, 2008, p. 23). According to Bridge, for change to take place, three transition periods must be experienced, including endings, the neutral zone, and beginnings (Campbell, 2008). This model is appropriate for the current changes made in our facility because it focuses on individuals and their ability to transition to change. ”Change is something that happens to people, even if they do not agree with it. Transition, on the other hand, is internal, it’s what happens in people’s minds as they go through change. Change can happen very quickly while transition usually occurs more slowly” (Mind Tools Editorial Team, n.d, p. 1). Changes made in the workplace require transitioning for employees, this is why I feel it is important that administrators and committee members utilize this model as our organization continues to adjust to the advancements in technology.

| This model has steps of how organization’s change. There are three steps 1) exploration, 2) planning, 3) action, and 4) integration. The exploration is how organization verify the need for change and acquire the necessary resources (such as expertise) to make the change. Planning involves the decision makers and technical experts and the plan is signed off by the manager. Action is completed by feedback and the replanning. The integration aligns the change with other areas in

The globalized business environment has determined companies to develop complex strategies intended to address the challenges determined by these factors. The increased competition in most business fields requires that companies develop flexible strategies that are able to address the changing conditions of the environment. The same situation applies to the telecommunication industry.

No change effort should begin without an intended measurable outcome, the action research model requires objectives to be set, schedules created and budgets to be managed. This change model provides benchmark objectives against which actual experience can be measured. This is a good way to measure how individuals are adapting to the change strategies and allows for ongoing interventions to be created. An action research model allows people to consider their own role in the change process and holds people accountable for their own transition. Not using a measurable change model holds the risk of not achieving the desired outcome or worse yet only achieving part of the change objectives. Following a structured change model ensures that the

‘Change is a process rather than a single event… where the aim is to alter the “status quo”.’ Rita Cheminais (2006, cited in Blandford and Knowles 2013:433).

Normative textbooks on how to manage change usually contain a significant discussion on the importance of communication during change, especially in a setting that is characterized by ambiguity and uncertainty (Kotter, 1995). Change recipients are meaning-seekers, and actively attempt to make sense of the changes being implemented by trying to guess the true motives behind the change and how this change will affect personal values and goals (Weick, 1979; Isabella, 1990). One of Kotter’s (1996) key steps in his eight-stage process of creating major change is communicating the vision and is a helpful tactic to overcome ambiguity and assist sensemaking. He emphasizes that every possible vehicle should be used to constantly communicate the new vision and strategies, and that a guiding coalition should role model the behavior.

The second step in the change theory is the transition stage. Once people are unfrozen, the problem now shifts to how to keep them going. This is now the actual change process a stage that is characterized by confusion as people try to change from the old to new ways. This stage is further characterized by fear because people tend to be unsure and is the hardest step in the whole process (Schein, 1995). During transition, new behaviors are developed, values and attitudes. It is achieved through development techniques and change in existing organizational structures. People undergoing this stage need to be given ample time to adapt to new ways. Of uttermost importance during this stage is support. Support is offered in terms of coaching and training as well as acceptance that mistakes will be part of the transition process (Smith, 2001).

The following critique is written for the reflection review of change management. The report proceeds with a review of each question that was assigned as well as presents a brief exploration of my experience and ideas that were acquired from taking change management classes.

“Competition is not only the basis of protection to the consumer, but is the incentive to progress” – Herbert Hoover. The environments that today’s firms operate in are not static. The competitive environment they are operating in is constantly changing due to the entry or exit of competitors, changing technology and the demands of consumers. In order to maintain their market share and profitability, firms must continually assess and evaluate their competitive environment. Evaluating the various market forces firms’ face, and their effect on the competitive market ensures that an organization retains a proactive stance to the competitive environment. Instead of just accepting the status quo, organizations that actively examine and analyze their environment can then make choices and develop strategies that take advantage of the competitive situation or affect it to the firm’s benefit. This proactive stance to the market allows organizations to create value and position themselves for long term success. Firms that do not remain proactive and continually scan the competitive environment run the risk of being blindsided by innovation in the environment or significant changes undertaken by the competition.

The competitive environment : competition from the industry can impact a company’s strategy and operation. For example if a competitor release a new or similar product that threaten to steal market share, an organization must be ready to change in order to retain its

Organizations in most industries face increased competitive pressures from other organizations that aim to satisfy customer demands. One of the most significant issues that face organizations today is International competition in rapidly changing environment (Porter, 1986). Competition creates diverse, new capabilities into an industry and more dynamic and uncertain competitive environment. In industry the speed of technological developments might have changes due to increased competition (Wiersema and Bowen, 2008). In most global industry the fast development of products and process innovations has become very important in order to achieve competitive advantage (Bettis and Hitt, 1995). The expectations of customers are increasing, and to meet the needs of the customer, organizations are competing with each other. They are looking for ways they can get more profits and market share. There are many factors to this increased competition, as technology and globalization have shortened distances and consumers are now aware of more products and services (Frésard and Valta, 2012). The world is changing rapidly and ways of doing business have also changed. Globalization and technology have changed the way corporations do work and how they treat their customers and employees. Globalization has also increased competition. Now standards have changed, and organizations are