Taking a Look at Organizational Changes

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

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

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:

Managing change is challenging. Understanding and incorporating change lessons can benefit leaders responsible for managing organizational change. They must recognize that change occurs regularly in business and that the greater the change impact, the higher the risk of failure. A successful change outcome occurs when leaders plan for the change, prioritize change management activities, communicate transparently, and develop a governance plan that allows for appropriate level decision making.

A need for growth in any organization to stay a viable entity must occur. Organizational change is inevitable. Just like anything in life, markets and cultures change which require constant attention and preparation. In order to be successful in any market, an organization has to be able transform itself to the needs for the market. CrysTel is no stranger to change. CrysTel is a telecommunication company with over 2500 employees and a gross income of approximately $200 million a year. Products included in there list of services include data cables, wireless solutions, and network development. The product profile is data cables, wireless solutions and network development. Because of the nature of

Organizational change is a systematic step taken by an organization to make sure changes are taking place smoothly and successfully with lasting benefits. Globalization and innovation of technology result in a constantly evolving business environment. Social media and mobile adaptability have revolutionized business and the effect of this is an ever increasing need for change, and therefore changes management. Technology growth effect has increase information availability and accountability of knowledge. These have resulted in unprecedented scrutiny from stockholders and media. With such vast change that happens in the business environment, organization must be able to adapt with changes. Therefore, the organization capability to adapt and manage is essential ability required in the workplace nowadays. But major changes in organizations often run into resistance like existing organization culture, even the current environment of the organization changes rapidly. This is due to change is a complex process and both negative as well as positive outcomes are a possible outcome. This article review looks at the available evidence so that the process is conducted as efficiently and effectively as possible. Also it serves to help manager access the vast range of literature on organization change. It starts by focusing on change management from an organization and then looks into the concept of the psychological contract. Next it discuss the research on sustaining

In my current profession the organizational behavior and direction of change is influenced by the organization’s culture. Organizational behavior occurs in all organizations but and shapes and develops the culture without the employees ever being aware. Culture can be described as the particular roles and values that people are accustomed to in a workplace. Culture can vary from organization to organization. Before taking this course at Cornerstone, organizational behavior and change was an unfamiliar notion. After taking this course I have a better sense of my role as a leader within my current profession. I have been able to further expound on the concept of what drives people at work, whether it is prestige, money or power. I am now able to utilize the concepts from the CQ model and recognize our own use of the steps in Kotter’s Model.

Organizational change is an essential tool for companies to be able to cope with changes within the company along with challenges outside the company. This will be the point where the company will change how their company runs. This change will take the current way of business and allow them to tweak operations to fix their new problems.

Organizational change is a crucial issue exercised in an organization to increase performance as it works toward its ideal state. Organizational change arises as a reaction to an ever-changing environment, a response to an ongoing difficult situation, or is stimulated by a leader.

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

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,

Most of the times change is interpreted as an action that makes improvement. Everyone needs change to overcome problems in their environment. Direct implication of change can be applied in organisation as well. Organisation change is one of the keys of a successful growth in organisation. By the definition organisational change is shift from a current state to a new different state with continuous process (Smith, 2005). The purpose of organisational change practice is to improve and develop the organisation’s effectiveness and efficiency through better management, competence, commnications, systems, and structures. Elias (2009) explains that due to the modern world influence that change in a rapid speed, organisation need to adapt in order to prevent organisation’s failure and to survive in the competitive market. There are some major environmental reasons that change organisation such as, technology innovation, and globalisation (Brodbeck, 2002). However, recently organisational change only happened in a low success rate. Low success rate of change means it is going to be hard for organisation to reach success. If company can adapt with change, it can shape the company’s objective and goals in a better way. This essay will explain the factors why the success rate of organisation is low, and discuss how organisational consultant can solve the problem and bring organisation to success.

Dr. John Kotter from his 40 years of research by leadership and change he stated that 70% of all organizational transformation efforts fail because organizations don not take a consistent approach to changing themselves or not engaging work forces effectively.

The study of organizational change is a subject that has attracted diverse academic discourses. Over time and across academia, scholars are concerned with various aspects change. Moreover, in spite of the various perspectives and conclusions on the subject matter, there appears to be consensus that indeed, the way change is introduced in an organization determines the success of the intended projects or strategic goals of the organization (Williams, 2006). Practically, in most of the organizations, change is viewed as a bad thing. In other words, managers may not wish to condone the resistance of their proposed projects since they delay the achievement of the goals. Hence the salient question to ask is whether resistance to

Change within an organization could be induced at 3 extensive levels, in the management of the environment associated with industry, at the organization level and at the workforce level, where change is going to be concerned with the activities of employees within an organization. Porter (1980) asserts that every level must be individually tackled. He illustrates key points and recognizes the role of traditional managers in controlling change at the respective degrees. Most of the contemporary research has corroborated the findings of Porter (Aniisu, 2009).