The Properties Of A Whole ( System )

“The images, metaphors, or frames that we hold, both of managing and of change, influence our ideas of what we think managing change is all about” (Palmer, Dunford, & Akin, 2009). As people we all see through our own eyes, we call see a different perspective and have a different reaction to what is coming next. As human beings we react differently to situations. Situations of change are transitions that some are able to adapt to quickly while others have a hard time. Being the leader of that change can be difficult and helping make a change does not come easily or effectively. Keep and Newcomer (2008)

Organizations tend to adopt three major theoretical perspectives that form the basis of their systems. The three include the open, rational and the closed systems (Scott, 2003). There is the crucial need to ensure one can understand these perspectives to understand how the organizations operate. The three perspectives are a representation of the scientific development of the organizations.

Change is an ongoing and never-ending process of organizational life. The intensity of organizational change can range from the nominal to the radical. As Clark, Gioia, Ketchen, and Thomas (2010) mentioned, three degrees of change intensity are distinguished according to the amount of

Too often, change leaders make the mistake of believing that others understand the issues, feel the need to change, and see the new direction as clearly as they do. The best change programs reinforce the core messages through regular, timely advice that is both inspirational and practical. Communications flow in from the bottom and out through the top, and is targeted to provide employees the right information at the right time and to solicit their input and feedback. This paper will discuss change management techniques that Kornfield should have used to manage the morale of his team members. We will analyze steps Kornfield used to make sure that all team members are learning about proposed changes. We will venture on to discuss the critical

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

Change is often considered as a continuous process. It is the ability of individuals to develop, adapt and respond to changes, which is necessary successfully. As such, change comprises of learning new practices and unlearning already established concepts or ideas. Despite the fact that these elements are necessary to initiate change, the academic focus on the processes or abandoning an already established knowledge, that is unlearning is often lacking (Conner, 2010). However, the capability to unlearn new concepts is fundamental because as the inability to abandon already established knowledge, beliefs, or practices that can result from inflexibility in thoughts and act that may limit an individual or organization's adaptability to change.

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).

1.1 Change management is described by Armstrong (1) as “the process of achieving the smooth implementation of change by planning and introducing it systematically taking into account the likelihood of it being resisted”. Change, the fundamental constant in any successful organisation, can be adaptive, reconstructive, revolutionary or evolutionary and can happen for a number of diverse reasons:

In order to survive and prosper in a rapid changing environment of business world, organization is often required to generate fast response to changes (French, Bell & Zawacki, 2005). Change management means to plan, initiate, realize, control, and finally stabilize change processes on both, corporate and personal level. Change may cover such diverse problems as for example strategic direction or personal development programs for staffs. In this

The future research will examine a specific change topic in order to better understand the process of organizational change as a whole. Therefore, this research will explore the images of managing change concept as presented in Palmer & Dunford (2009). According to this source, the change concept is the "image or mental model of what they think is achievable," (Palmer & Dunford 2009 p 9). This essentially helps create a clear direction for the change that is to come. Therefore, the change concept is then a tool to conceive how to create and implement the change needed within the organization itself. There are several main images as outlined by Palmer & Dunford (2009). The two primary images this research will focus on is controlling and shaping the change at hand. These images help focus on how managers can determine when and why change is necessary, but also how this change will impact the overall health of the organization.

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.

During the process, an organization is experiencing a change, how the organization finds, decides and forms its figures are the most important aspects for its future. The ability to change means a tacit process, prepositional concept that lies in the bottom line, because explicit skills are after all merely snapshots of what an organization currently has. Needless to say, this ability has relation to an organization's sustainability. The importance of change and change management in today's turbulent business environment has escalated.

Over the past decades, organizational changes have become recurrent. It then became decisive for managers to perfectly understand this phenomenon in order to lead organizations to efficiency.