Organizational Change: A Reflection

I have chosen to research the topic of Both Ford and GM experienced serious issues during the pre, during and post TARP period causing them to restructure and change how they do business. Each of them reacted to these pressures differently. My paper will compare and contrast the way both companies reacted to this pressure.

ACAU organization changes are listed as Table 1. Employees’ department are also updated in HCP, please refer Table 2 for department changing staff.

Also, the absence of any unifying theories that explain the change as a self-motivated systematic process might be acceptable, or at least explained, by the number, complexity and variability of the dynamics involved may create a problem with their reluctance to change (Hart, J., 1996). Futhermore, it was proposed each individual must understand and describe the process of change in police organizations, it is necessary to consider not only the human reactions to change, but also the mechanistic organizational functions and processes that bring about those effects in humans (Hart, J., 1996). Any attempt to unravel any function, process and structural issues from the social and psychological aspects of the work force will result in an incomplete analysis (Hart, J., 1996). Therefore, it is suggested that an integrated and all-inclusive approach is necessary in order to understand and explain the processes of change in police organizations (Hart, J., 1996). In addition, we must consider unplanned and unforeseen changes to the organization, especially when they do not have a sub-systems designed to monitor leading or key indicators of environmental activity that critically

Reinforcement: Encourage staffs to take initiatives and make the required contributions. Apply inclusive workplace culture to empower staffs to lead and manage decision.

Organizational change encompasses many challenges to both the individual, and the organization. An organization is a living system, as Flower (2002) states “living systems cannot survive without change, challenge, variety, and surprise” (Flower, 2002, p. 16). An organization requires the ability to adapt in to survive as Darwin states in The Origin of Man, “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” (Read Me First, 2013, p. 1). It must adapt to the changing market, global economic pressures, stakeholder demands, and the diverse needs

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

The purpose of this paper is to identify findings in published peer reviewed articles that provide research-based guidance in the area of leading organizational change. The content of this paper is focused primarily on the reasons and conditions for organizational change and the implementation of organizational change programs and plans. Limitations of research materials are discussed. Most studies provide an examination of a number of variables influencing organizational change, but are not specifically linked to researched based findings to guidance for organizational change leaders and mangers.

Managing organizational change is the process of planning and implementing change in organizations with maximum effectiveness and minimum circumstances and resistance. Today 's business environment requires companies to undergo changes almost constantly if they are to remain competitive. In this project paper I am going to discuss organizational change in PepsiCo. I will take a closer look on management approach and forces for change. I will introduce the change, make diagnosis and discuss how the change can be implemented.

Organic structures are flexible and decentralized and communication lines are more fluid and flexible (David et al., 2013). Employee job descriptions are broader and employees are asked to perform duties based on the specific needs of the organization. Organic structures tend to be related to higher levels of job satisfaction on the part of employees. These structures are conducive to entrepreneurial behavior, continuous improvement and innovativeness.

Organizational change is an important issue in all organizations. The process in which an organization optimizes its performance working toward its new state of function is pivotal. Resistance is easily found in direct or indirect challenges to authority, lack of action, and even open hostility. (Scheid,

I decided that an Organizational change and work research was appropriate by creating a dialogue to better understanding the processes of organizational change. According to Reason & McArdle (n.d.) this approach draws on a variety of forms of information gathering and feedback to organization members, leading to problem solving dialogue. The feedback received during this discussion was instrumental and eye opening. I learned that most of the officers working in my department were not happy with the way leadership has been treating them. Two out of four officers who are in a leadership role felt they weren’t being entrusted with more responsibility; which resulted in low morale and negative organizational climate in the team. One out the three Chief Petty officers in the department did not have trust in the leadership and was ready to take an early retirement. This discussion was extremely concerning and it reflected what the survey found. Our discussion did have some positive outcomes; first, we all understood the need for change and willingness to make recommendation to improve the quality of the work place; second, leadership were made aware of the situation and small changes were requested, and third, the chain of command were made aware and a meeting with the commander was made.

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).

Change management is relevant as though the research finds that change is taking place at an ever-increasing pace, the evidence suggests that most change initiatives fail. For example, recent CIPD research suggested that less than 60% of re-organisations met their stated objectives which are usually bottom line improvement. This is consistent with other published research.

The Burke-Litwin Model highlights the main elements or source of major transformational change and also the changes that are incremental in nature. The four transformational factors are external environment, mission and strategy, leadership, and organizational culture. The main cause that makes a company to make changes is the external environment. It can force any organization to make changes to its mission, culture, leadership, and operating strategies. Changes in the 12 drivers in The Burke-Litwin Model bring a series of change to the overall structure. Various internal and external organizational factors that influence the changes in the organization are:

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