The Effect Of Beer And Nohria On The Modern World

Response to change is a major key people’s success in life. Everyday people make decisions on change. The way people act on those obstacles makes or breaks a person. Responding the right way can be one of the most challenging objectives a person may face.

People generally like to stay in their comfort zone, they do not like changes. However, change is a necessary part of life, we see change in nature every day. Change can be positive or negative. We can choose to embrace the change or reject it, we also can choose to allow the change to have a negative or positive impact on our lives. Helmstetter lists six steps when dealing with change. First to recognize the change, then to decide if you are going to accept or reject the change. The next step is to choose your attitude toward the change, then choose how you are going to deal with it and what actions you are going to take. The last step is to evaluate your progress of accepting the change (Lamberton and Minor, 2012)

The five Stages of Change are identified as: precontemplation, contemplation, preparation, action and maintenance. A client in the precontemplation stage doesn 't believe that her or his current behavior is a significant problem and doesn 't intend to change the behavior anytime in the near future. In the contemplation stage, a client begins to see that the behavior is a problem and considers making a change but is ambivalent about doing so because she or he also sees reason to keep things as they are. A client in the preparation stage has decided to make a behavioral change and has a specific plan for doing so in the near future. In the action stage, a client carries out a behavioral change plan and begins making the desired change. Finally, in the maintenance stage, a client has made the behavioral change and works to avoid relapsing into the original behavior. Throughout all stages, motivational

Change is a process of transitioning from one approach to another (Parsley & Corrigan, 1994) and can be involved because of people’s attitudes and behavior (Goodwyn, 1996). Change is difficult to conceive and

Organizational change process consist of three stages one is unfreezing which is used to create a motivation of change through disconfirmation by causing anxiety in an individual without causing them to use a defensive mechanism related to threat being too high. Instead individual will change behavior. To unfreeze, "We must accept the disconfirming and connect it to something we care about."(Spector 2010) Second phase of change is moving, which allow "members of the group to change from one set of behavior to another"(Schein 2002), such as new job skills, new roles and responsibilities and relationship. According to Lewin's the new behavior must become permanent for a desired amount of time." (Spector 2010) Third stage refreezing is when the person or group achieved new behavior. In order to remain secure against change they must remain in the same group that has changed, otherwise" the behavior is only temporary if the individual or group change."(Schein 2002) For example, of the phases in

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

Businesses have to adapt to the ever-changing economy. It is not much of a choice for business leaders to change elements of their organization to stay in competition with their peers. The hardest part, most of the time, is changing the people in the organization to develop the necessary outcome or goal. As a business leader getting rid of people or changing their job specifics is one of the many responsibilities they have to be comfortable performing. Organizations have to take into consideration their competitors, customers, shareholders, employees, and the community to make decisions. Change is an aspect that many people are afraid of. In the new millennium, organizational leaders have to embrace

I agree that change is an unavoidable event that people react to base on their temperaments and coping mechanisms. Some people, who are considered laggards and rejectors, might call this change as adversity. Mullins (2009) stated that it isn’t how much adversity we face in our lives, but how we face them. Do we let it overpower us? Or, do we embrace it? It is indeed the role of the change agent to recognize and understand that there are different responses to the change. The question now relies to what responses do we have to put our efforts in order for the change to be successful. Do we focus on the laggards and rejectors because they are the wall that hinder us from moving forward?

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.

Bridges Transition Model, written by William Bridges in 1991, is based on how people feel as they transition through changes (Evision, 2014). This model highlights three stages of transition that we all go through as we experience change. One is Ending, Losing and Letting Go that begin as the initial stage of transition when people are presented with a change. This is an uncomfortable stage as people are forced to give up something that is familiar to them. It is common to experience many types of emotion in this stage such as fear, denial, and anger. Stage two is the Neutral Zone where it is not uncommon to see confusion, impatience and uncertainty. Experiencing resentment, low morale, decreased productivity, anxiety and skepticism is often seen as the change is taking place. This is an important

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.

Change has become necessary for every organisation there is. World is moving rapidly towards better technologies, efficient systems, new techniques, compact profits, different friendlier environments and organisations are always in the race to reach new heights by thriving effectively in this competitive environment (Kotter, 1996).

Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.

For any business in the rapidly evolving world of business, planning and implementing successful organizational change is indispensable. Essentially, organizational change refers to a process whereby an organization strives to optimize performance in order to achieve its ideal state characterized by high performance and profitability (Côté & Mayhew, 2014). Any business would be more likely to lose its competitive edge, as well as fail to meet the demands of its loyal consumers if it doesn’t plan and implement change. Weiss (2012) emphasizes that all organizations ought to embrace change, and it’s imperative to note that successful organizational change doesn’t involve simple process of adjustments; instead it requires appropriate change management capabilities.

An Organizations ability to survive and manage change has become increasingly important in an environment where globalization and competition are more intensifying. In the mid-20th century there has been increased attempts that apply to an organizational’s theories of change within human organizations. The first theory is concerned only with stability and equilibrium and the control of negativity or feedback. Cao and Mchugh’s (2005) system views many organizations as interacting within the environment. The orgazational environment is set up of relationships that relate to stakeholders or agents that factor beyond an organizations control. In dealing with a phenomena comples, the syaste no longer sees the concept adequate.