Organizational Change : An Organization

Organizational change is a very critical and yet very inevitable process ofan organization’s structure. It can create a lot of pressure from the workers as well as management as a result of fear of the unknown.

Organizational change is often used to improve all or part of an organization, such as a process. Organizational change may occur as the organization changes its strategy for success or when there were decisions made to change the entire environment that the organization is currently functioning under (Cawsey, Deszca, & Ingols, 2011). Change can also occur as the organization evolves while moving through life cycles. In order for organizations to grow and develop, there must be change at various stages of this process.

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 factors of organizational change are those who, for various reasons, an organization can identify the need for change, these are: technological, structural, personnel and cultural factor. In today's world of organizations, characterized by globalization, the power of customers and the avalanche of information, these have to be in a permanent process of change for continuous improvement. Are structural, technological and cultural factors staff of those organizations has to act on them and thus achieve adaptation and / or probation they need.

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.

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.

Martha S. Feldman a theorist discusses organisational change in her paper. She sees emergent approach as the right way to perceive organisational change. Furthermore according to her the organisational internal dynamics i.e. routines and norms of its employees, managers and other workers is the area that should be targeted for change (Feldman, 2000). She elaborated that every organisation has capacity to change itself for betterment but what is crucial is it should be taken naturally and slowly. She emphasized that organisation should be focusing on micro level internal

The change plan prepared for the business provides significant information regarding the current situation in internal environment. The information provided is based on analysis of internal elements necessary in formulating an overall organizational culture. The desired performance and culture is also defined in terms of its tangible elements. A detailed plan includes the necessary steps for an organization to carry forward its change objectives including the handling of transition. The process adopted for change management should include a clear purpose for change as well as a strategy for implementing the desired change.

Organizational change is usually triggered by relevant environment shift, either internal or external, that sensed by companies and leads to intentionally generated response (French, Bell & Zawacki, 2006). This paper will discuss several organization development models..

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

Organizational change is a natural process. Change is inevitable. Change relies with the time, situation, competition and the market environment. Organizational Change is a process guided by the environment. Organization needs to change its structure as well as the system to meet the goals and the mission. Basically, Organizational change is in subject to organization structure change, as just opposite of smaller changes just like recruiting a new employee, modifying and altering an equipments and machineries etc. Organizational structure change can be included a change in vision, mission and its strategy, restructuring business processes, change in the way of operations, introducing new technologies, company mergers and acquisitions,

Company Background: Samsung is a South Korean multinational company those starting its business as a small trading company and right now becoming world largest corporation. The company deals with its business in several sectors such as advance technology, finance, petrochemical, semiconductors, plant construction, skyscraper, medicine, fashion, hotels, chemical and others. The company was established in 1969 in Suwon, South Korea and known globally for its electronic products (Kelly, 2011). The company is manufacturing several latest technologies, electronic appliances such as mobile phones, tablets, laptops, TVs, refrigerators, air conditioners, washers and other products. The company runs its operations and sales its products in 61 countries with approx 160,000 employees in all over the world (SAMSUNG, 2014). Moreover, the company acquired the position of the world biggest IT maker in 2009 by beating the Hewlett-Packard (HP) previous leader. Its sales revenue in the segment of LCD and LED is the highest in the world. Furthermore, Samsung also becomes world leader in the segment of tablets, mobile phones and gadgets.

Change is a phenomenon which is inevitable in every aspect of human life and it is always constant despite the fact that people do resist change due to some reasons. Organizational change is also a phenomenon which cannot be avoided by organization, because internal and external factors exist which can cause an organization to change. According to Mills an et al (2008) organization change can be defined as an alteration of a core aspect of an organization’s operations. Theses core aspects involve culture of the company, the technology used or the structure of the organization. This report will evaluate the impact of organizational changes.