Organizational Change Within The London Borough Of Camden

As a result, Zwick (2002, p. 542) has noted that implementing change programmes in organisations that realise positive outcomes remain problematic for many organisations in the 21st century. Ayodeji & Oyesola (2011, p. 235) have postulated that organisational change is a dynamic process, which when taken poorly contribute to employee resistance to it, and eventually leads to failure of the whole process. 3|Page Organisation Behaviour; MGTS 1601; Individual Essay; Employee resistance to change Yuanli Zhang 43401163 Employees resist changes when they occur in the organisations for several reasons. Many organisations when they introduce changes are likely to stick to the ‘top-down organisational change’ process (Awasthy, Chandrasekaran & Gupta, 2011, pp.

According to Spector (2013) Lewin's field theory has three steps: 1) unfreezing; 2) Moving and; 3) refreezing. Unfreezing and refreezing serve as bookends to the process. Unfreezing requires members of the group to be unsatisfied with the status quo (Spector, 2013). In the case of Children's Hospital, the financial crisis and employee moral/satisfaction were at all-time lows which created the dissatisfaction with the status quo (Spector, 2013). Once a new status quo and new patterns of behavior have been implemented refreezing can occur (Spector, 2013). However, in order to get to refreezing, moving needs to occur which encourages members of the group to alter their behavior (Spector, 2013).

Businesses are facing a dichotomy between wanting to chalk out an all-time structure and strategy for their organization, and recognizing that their world is in a constant state of flux [3]. For most of the 20th century they were largely focused on the static elements of this dichotomy. However, in the last decade changes have become more frequent and more dramatic, so much so that a whole branch of management is now devoted to the subject of change itself.

Internal forces are within the organization that may impact how the company is made up, shaped, or specific rules. Structural changes, changes in technology, issues with profitability, and individual or group speculations are all forces that drive internal organizational development (Juneja, 2018). Forces externally are outside of the organization that the company has no control or say over. External forces that can drive change are economics, political forces, outside technological forces, the government, and competitive pressures (Juneja, 2018). The viability of the organization is directed by these forces due how these forces are uncontrolled. For example, when a new law or legislation comes out about health care, the organization is mandated to change practice accordingly (Salmond & Echevarria, 2017). These transformative changes drive the organization to not only become better, but uphold the standard of

Change in an organisation can either be planned or unplanned. “Planned change is change that comes about as a result of a specific effort on the part of a change agent” (Wood et al. 2001, pp 635), with unplanned being the opposite. Wood (et al. 2001, pp 635) also states that planned change comes about as a result of someone’s perception of a performance gap. The board’s recognition of such a performance gap led to Fletchers appointment as chief executive, and change agent.

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

It was once said that the only constant is change which is true. This change can be a major change or a subtle one, either way change is still constant.

Organized Change Consultancy. (2010). Re-engineering and TQM: Approaches to Organizational Change . Available: http://www.organizedchange.com/village.htm. Last accessed 2nd January 2014.

Change is a constant in today’s organisations. In a Recent CIPD survey it found more than half of all employees said that their organisation has been going through some kind of major change during the last year. Most organisations more than ten years old look nothing like they did even five years ago. And it is likely that in the next year or two organisations will not look as they do today. Below are 6 factors that drive and influence change In any organisation.

Leading and managing change require a solid theoretical foundation. This assignment will research the theoretical elements of change and change management. Addressed will be the following: Organic Evolution of Change, Formulating Strategic Development Approaches, Leadership and Management Skills and Gathering and Analyze Data. As societies continue to evolve and changing demand creates the need for new products and services, businesses often are forced to make changes to stay competitive. The businesses that continue to survive and even thrive are usually the ones that most readily adapt to change. A variety of factors can cause a business to reevaluate its methods of operation. According to literature from the past two

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.

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.

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).

In addition, Lewin recognized that change is almost always met with resistance. More importantly, he identified the behaviors and environments that stimulate resistance. Thus, careful consideration of behavioral and environmental impacts must occur in the Unfreezing stage of Lewin’s Unfreezing-Changing-Refreezing Model prior to implementing the change. This will prepare the leaders of the organization to meet the resistance with the correct leadership and management style.

Before we can compare the Human Relations Approach to the Classical approach of organisation management, we must first look at what an organisation is. Before the Industrial Revolution the idea of an organization, especially on the scale that we see them today, was completely unheard of and most towns would function off local business, however as factories became more and more commonplace, our lives became more reliant on these organizations which provided us with goods and services. Chester Barnard defines an organisation as a cooperative interaction within a social system with the purpose of satisfying