Organizational Change Paper

Change happens in a business environment for a variety of reasons. Those reasons depend on both internal and external factors.

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.

Change is inevitable. Changing is not always welcomed but it is necessary for organizations to maintain their place in the world. Successful organizations thrive because they have a vision, a mission

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

The traditional change model consists of three steps: unfreezing, that is, recognizing the need for change because of some event or threat, the actual change actions and refreezing, that is, incorporating new ways of operating, and thinking into the everyday operations of the organization. Apply this model to the situation at the Coca-Cola Company at the point when the lawsuit was served in 1999.

After reviewing and researching the literature with respect to organizational changes, I have come to the conclusion that organizations have always changed. When everything in the world is changing, organization cannot remain islands. They must change to face new challenges. Bolman and Deal (2008) claim organizations have changed about as much as in past few decades as in the preceding century. Bolman and Deal (2008) claim means that the change organizations have experienced in the last decade are almost similar to those they experience in at the end of the twentieth century.

The aim of this report is to provide a critical analysis of the concept of change in the business industry. The concept of change can be tracked back to Lewin’s Model of Change therefore the intitial introduction of this report focuses on the relevance of the Model of Change and its importance to giving precedence to other relevant change management theories and how Kurt Lewin’s work on heavioral science and planned change during World War II gave rrise to prominence of experimental leadership and planned change processes which also in turn launched a new generation of research that lead to group dynamics and how change programs are implemented into an organisation (Burnes, 2004). This is important because today’s basic elements or factors

Change is going in the organization. With the help of theories I can easily visualize

Change happens in all aspects of life. Leaders view change as being good most of the time. An organization can’t move forward without change. This paper will discuss how leaders can use levels of change and the steps of Kotter’s change model to implement change. It will also give a Christian worldview as it pertains to the topics. Leader must learn the language to effectively communicate change. This will give managers an advantage and help demonstrate the vision for the future.

The change is managed through developing a detailed analysis of current and prospective situations within an organization. It is necessary to address all relevant aspects of change in order to develop a plan for incorporating change in

To remain competitive in today’s economy companies must be ready to manage organizational change effectively and efficiently. With the pace of change continually increasing, everyone is affected by change. Organizational change models are used to assist in reorganizing and/or restricting a company. There are many change models that exist today which have different tools and benefits. By comparing and contrasting each model to determine which would best fit the specific situation, one could be successful in managing change (Benajmin, Naimi, & Lopez 2012).

Andriopoulos & Dawson (2009) agree that in the case of organisational change, there remains considerable debate over the speed, direction and effects of change and on the most appropriate methods and concepts for understanding and explaining change. Kanter, Stein & Jick (1992) found that it would be very difficult for a single solution or approach to meet all the types of changes required and to take into account all of the required aspects as organisations are fluid entities.

Organizational change is an important matter in all organizations. It is in fact it is a process in which an organization can optimize performance as it aims toward its idyllic state. A change in an organizational happens as a response to a dynamic environment, a reaction to an existing predicament, or is instigated by the manager (Yang & Yu, 2009). Moreover, organizational change is particularly evident when an organization has just experienced a transfer of managerial power.

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.