Organizational Change And The Current Business Environment

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

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 development (OD) and implementing change in an organization can be a complex and challenging task. It is important to understand what Organizational development (OD) is and the change management approaches will work best with the organization and its people to manage change. In todays, globalize economy organizations experience rapid changes that managers have to be able to manage. I will discuss what organizational development, how to implement changes and different change management approaches. Compare and contrast OD and change management approaches categorizing when each approach is appropriate, advantages and disadvantage each have.

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..

whether one is for, against or indifferent to the status quo. Yet despite all this effort,

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.

I first off would like to start by saying these past 8 weeks have been a great experience! I have been able to learn and gain new skills and tools that will not only help me in the rest of my schooling, but will be very beneficial when it comes to my career. I have really enjoyed getting to see all different experiences out there and a variety of perspectives on what one has done or not when in that situation. It certainly has opened my eyes up to the world and I feel I am more aware and ready for what might come my way now. Although after reading the “Let’s Drive a Stake In the Heart of the Industrial Age!” you never really know what’s going to happen next.

The purpose of this project is to develop and implement the next phase of the Seagram?s organizational change as it relates to it?s culture. The development of this plan was conducted through the analysis of the historical drivers that brought the organization to its current state, the change initiatives that have been instituted to date and their effects on the organization, the barriers to cultural change, and additional considerations to change that have been identified during the analysis.

Organizational change is significant to an organization as it can change the success of an organization, remove specific job practices or functions, alter policies and procedures, and change the way an organization operates (managementhelp.org). Organizational change efforts should improve the performance of an organization as well as the people in the organization (Campbell, 2014).

Understanding human behavior is vital in the organization in which I work. I work as a supply sergeant for a military police unit, the 233D Military Police Company. The managers and leaders in this organization face many challenges. Throughout the last ten weeks we have gained a plethora of knowledge from the text book, ORGB, by Debra Nelson and James Quick in regards to human behavior in organizations, formal and informal organizations, organizational commitment, influential tactic, goal setting, leadership style, conflict management style, empowerment, performance appraisal, and change management, and several other subjects regarding organizations, management, and anything or one that may affect it.

Organization change is due to the dramatic increase of competition in the world. A few of the companies will survive in these competitive world and others will fail or make any reorganization plan to sustain. In order to manage the changes in organization effectively the managers must have to understand the various forces either external or internal forces and plans an appropriate time to implement it efficiently otherwise it will affect the entire organization system.

However, the problem with such explanations is that implicitly or explicitly they assume that there is a ‘one best way’ to manage change and that failure arises from not adhering to it (Burnes, 1996). Confusingly, there are quite a few ‘one best way’ approaches to change (Collins, 1998; By, 2005). For example, Kanter (Kanter et al., 1992) offered her 10 commandments for successful change, Pugh (1993) has his four principles of change and Kotter (1996) put forward his eight-step model. Two, however, have stood out from the rest. From the 1950s to the 1970s, organization development (OD) tended to be seen as the best way to manage change (French and Bell, 1999; Cummings and Worley, 2005). In the 1980s and 1990s, the emergent/processual approach came to dominate the field, at least among academics (Dawson, 1994; Orlikowski, 1996; Weick, 2000). Nevertheless, in recent years there has been a growing recognition that one or even two approaches to change cannot cover the vast variety of change situations (Storey, 1992; Stickland, 1998; Pettigrew, 2000; Burnes, 2009a). As Dunphy and Stace (1993, p. 905) argued:

Organizational development is when there is a focus on improving the ability of an organization to troubleshoot a host of problems. During this process, there is a focus on a number of variables to include: planning, management, structuring, problem solving and developing self renewing capacities. The combination of these factors is designed to provide firms with the tools to effectively address a host of problems. To achieve these larger objectives, a number of areas are focused on by working in conjunction with one another.