How Organizational Change Is The Transformation And Development Within An Organization

A wise man once said, “The only permanent thing in the world is change,” an adage that rings especially true for organizations in this fast-changing era of technology and communication. Daft very deftly puts the inescapable need for change in three simple words, “Innovate or Perish” in his book “Understanding the Theory & Design of Organizations” [2].

Technological change is a fundamental driver of economic development and performance, not only at the level of firms and industries but also economies. Innovation is the organizational process through which new

Change has become necessary for every organisation there is. World is moving rapidly towards better technologies, efficient systems, new techniques, compact profits, different friendlier environments and organisations are always in the race to reach new heights by thriving effectively in this competitive environment (Kotter, 1996).

Tidd et al (2000) states, “the innovation is a business process of revolving opportunity into new ideas and of putting these into widely used practice. In term of the nature, there are five major types of innovations: novelty, competence shifting, complexity, robust design and continuous improvement. While in term of the extent of change, innovations can be divided into incremental, radical and

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

In the realm of organizational change and development there is a standard model that is considered among most organizational development professionals to be the basic format for planned changed known as the General Model of planned Change. Essentially what organizational development professionals are dealing with is almost exclusively centered around planned change. That same type of planned change was present within the Sunflower Incorporated Company which started their planned change initiative in early 1989. The technology that the company was looking to change was the financial reporting system in order to have a new system that is able to compare sales, cost, and profit margins on a regional basis. The company decided to open a new position that was specifically targeted at maximizing the performance of the companies financial goals and they hired a new pricing manager by the name of Agnes Albanese who was in charge of conducting the internal price management initiative. While her ideas were perceived positively among the internal executive groups as a whole there was some pushback on the new pricing format.

Tidd and Bessant (2009) argued that “Unless an organization is able to move into further innovation, it risks being left behind as others take the lead in changing their offerings, their operational processes or the underlying models that drive their business”.

In life, we have heard that things never stay the same. This is true both in our personal lives and in our careers. Change will happen overtime, especially in an organization. An organization needs to make changes in order to keep up with their market’s current and future trends and needs that have to be fulfilled in order to stay successful. Change is necessary in order to be successful. There could be a dozen reasons behind the source and rationale for those changes (CSU – Global, n.d.). It could be because an organization needs to improve or implement a new procedure or because the organization desires for growth and needs restructure in order to do so (CSU – Global, n.d.). But even though the reason behind the change is with good

And especially large established firms face this dilemma; they have grown excellent at managing operational efficiencies and building customer loyalty. But will they be able to take wise decision when it comes to radical innovations and face the chaos associated with commercialization of breakthroughs. Subsequently, some companies actually made it possible, for example IBM, with a new generation of communication chips, describing an innovation aimed to increase switching speeds and reduce

Product and process innovation is another area of technological change. One of the effects of product innovation has been that expertise in a particular technology is no longer a barrier preventing competitors entering an industry. New entrants in an industry can benefit from the falling costs of technology or may be able to bypass the traditional technology by using some new and alternative technology. Palmer and Hartley provide a number of examples of this type of change:

The word "Change" is generally defined as the act or instance of making or becoming different. However, our current interest lies with change happening on the scale of an organization. Different characterizations have been proposed over the years for organizational change, due to the fact that a clear definition was needed to distinguish it from the simple study of organizations. Such a definition would indicate that organizational change is a shift from a present state of organization to a future state over a given period of time (Beckhard and Harris, 1987). It would also include the size and magnitude of change that occurred (Dunphy and Stace, 1990) and also whether the change has taken place through a single radical metamorphosis or

These technologies grow and develop within the company over time, and are utilized in successive products. The collective body of the company's technology experience broadens with the emergence of every new product. This broadened experience has turned out to be the base for appraising the "incremental newness" of the technology personified in the subsequent new product.

Innovation is the process by which ideas are created, selected and implemented to bring about profitable change to organisations. Innovations come as a result of an identified need for organisations to change their current processes, activities or operations. Andriopoulos and Dawson (2009) explain that organisational change is ‘new ways of organizing and working’. They explain that change occur in two dimensions – movement of state and scope of change.

Nowadays, people are not unfamiliar with the words organisational change or organisational development (OD). Generally, people argue that OD is a process of achieving the organisation’s effectiveness that involves the developing of both internal and external factors of the organisation. In order to be successful, many organisations also focus on how to maintain certain missions, goals, or to cope with the development of the competitors. Adam Smith believes that the initial idea of OD is changing the current state of the company. Some changes could be through restructuring or reorganising the internal structure of the company and changing the operations’ processes. To be more specific, Adam Smith comes with broad definition, stating that OD

It is the innovation in the working environment permits organizations to grow rapidly and effectively. Business innovation, for example, video conferencing, interpersonal organizations and virtual office innovation has evacuated work environment limits that beforehand constrained business development. With business innovation, organizations can focus on a more extensive client base and develop to larger amounts. Office innovation spares times by accelerating the work process. Computerized documenting frameworks spare space, paper and printing costs. The utilization of computerised systems like robots permit remedies to be made in a flash. Assets like electronic records and access to data innovation are accessible with the snap of a catch. (Scott, n.d.)