How Organizational Change Has Become Necessary For Every Organization

Change is inevitable within every organization. The amount of change could be small or it could be large. However big the change, resistance can be minimal or massive. The organization should look inwards toward the potential obstacles to that change. These obstacles may include resistance to two sources: individuals and the organizational structure. Both sources need careful consideration and planning. Haphazard change can be disastrous to an organization. Planned changed is always the best course.

This essay will seek to address four dominant perspectives how they differ in their assumptions and why are there different perspectives on change within organisations. The four main perspectives under analysis are the structural functional change, multiple constituencies, organizational development and finally creativity, violation and critical theory. Although these are four separate models, almost no organization operates exclusively in one.

Another main problem is how to break down the resistance to change from stubborn employees. Business may miss the point that it is the people who develop the idea to change who are the most enthusiastic about it. Senior executives aren 't more adaptable than lower level employees. The real problem is that ownership is at the top.

Hence, in today’s global and dynamic environment marked with hyper-competitive and volatile markets it is widely recognised that an organisation’s ability to manage change quickly, productively and positively is a critical driver of organisational success (Cope, 2009; Gilley, Gilley, & McMillan, 2009; Gilley, Godek & Gilley, 2009; Turner-Parish, Cadwallader &Busch, 2008; Appelbaum, Claude, Nadia & George, 1997). However, despite the overall agreement that change is

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

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

The organizations we work in or rely on to meet our needs and wants are also changing dramatically, in terms of their strategies, their structures, their systems, their boundaries, and of course their expectations of their staff and managers. (Cameron, pg. 1)

According to Laurentiu (2016), change is the altering of organizational visual prospective or the social environment of the business in respect to the structure, technology, and employees. This is distinguishing the differences in factors that influence change. The author goes on to identify the nature of organizational change. First, change management is a vast landscape and the tactics employed in the management of change are different according to the business or the project. Second, the operational change of an organization has its complexities. Therefore, both internal and external factors influence these processes. The external influence catalysts of change consist of:

Organizations are continually faced with a changing environment, therefore a need for a shift in strategic direction, must be implemented. The successes of major organizational change initiatives are almost always dependent on the incorporation of its workers and employees to help implement these changes.

Change can be minor or drastic, planned or unplanned, met with resistance or embraced with open arms, but regardless of the fundamental concept of change – it is inevitable. Companies that chose the path of least resistance and are fearful of change will become irrelevant faster than ever. The world around us is constantly changing from technology to the economy and in order to stay relevant and maintain a competitive advantage, change must not only occur, but be strategically implemented in order to extrapolate maximum benefit from said change.

Organizations face the continuous prospect of change as they fight to survive and remain competitive in a globalized economy. Changes exist in both the external and internal environments. As organizational environments exert pressure for change, organizations must adjust if they are to survive and prosper.

Change is a common thread that runs through all businesses regardless of size, industry and age. Our world is changing fast and, as such, organizations must change quickly too. Organizations that handle change well thrive, whilst those that do not may struggle to survive.

The need for transformation in any given organization arises when discontent is felt at the current procedures and strategies of the organization (Oden, 1999, p.20). The results gained from the procedures perfected over time by the organization, may become unprogressive and may actually make the owners of these companies question their own values before any outsider does. With so much competition in the ever-changing market, change and good change at that, becomes a necessity. This change should come following a strategy lest it be lost to the whims of employees.

For this assignment I will be looking at the recent organisational restructure which took place in our work place. Having a background in senior management for over 20 years I have always viewed this sector with continual improvement as a key to stay one step ahead and in the words of Isaac Asimov “The only constant is change, continuing change, inevitable change, that is the dominant factor in society today. No sensible decision can be made any longer without taking into account not only the world as it is, but the world as it will be.”

By any objective measure, the amount of important, frequently distressing, change in organizations has grown enormously over the last two decades (Kotter, 1996). Jeffrey M. Hiatt, CEO of Prosci Inc., (as cited by Gibson, Ivancevich, Donnelly & Konopaske, 2009, p. 481) explained, “thirty years ago, a foturne 100 probably had one or two enterprisewide change intitiatives goiong on; today that number is proably between 20 and 25.” The speed of global, economic, and techological development makes change an ineveitable element of organiztional life. Change is a pervasive, perisitent, and permenant condition for all organizations (Gibson, et al., 2009).