The Theory Of Organizational Change

With the rapid development of social, they are many increasing uncertainties in the business environment. Organization change aims to the development and improve of organizations, Although the change is not easy to go through, but you must be able to adopt to the new environment. Because a large business environment, organizations constantly face with structural changes, market challenges, and culture shock. When an organization 's development through different life cycles, just like people have to through the successful development of the life cycle. It is to important factor to including factors that are linked to external environmental changes and will improve the internal environment, managerial effectiveness.‘The most common known

Organizational change is a very critical and yet very inevitable process ofan organization’s structure. It can create a lot of pressure from the workers as well as management as a result of fear of the unknown.

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

Positive or negative, change can be challenging to manage because employees need to be on board and be obliged to make necessary changes as well as adjust his or her work habits. When implementing change, a manager may run into numerous obstacles from resistance from the staff to morale issues. This is primarily caused by a lack of understanding by the employees and a fear of how the change will affect him or her directly. Implementing change within an organization can be extremely difficult without a manager who understands d his or her role and responsibilities. This could be the deciding factor of whether or not the

Organizational change is difficult, although necessary to support growth and excellence in the market place. The concept of change can have negative connotations among employees, especially if change implementations have not been successful in the past. This paper is going to describe the need for change, barriers to change, factors that might influence change, readiness for change, the theoretical change model that relates to the change, and resources that support change implementation.

This brings me back to the question of what exactly is organizational change? What is the meaning of this phrase that is so important for employees to know? I think that a better question to ask is what brings about organizational change? According to Chirantan Basu of chron.com, organizational change drivers can come in many forms including: new technologies, consumer demand, economic conditions, and government policy actions. According to another source on Prosci.com, new initiatives and projects are launched every day to improve

Change is particularly difficult if it is unexpected. It is far easier to accept change if an employee has time to digest the news and prepare to take action once the change has occur. Some of the concerns that worry employees may be address by creating clear goals and timelines that employee can easily follow. As well as addressing the chief objective “why are we changing?” Once these questions have been answer and employees buy in to them change will be easier and resistance will diminish (Strebel, 1996).

The method used in articulating change management depends on the type of organization and leadership style of the leader. In an organization that has a transactional leader the tools of reward and punishment are utilized in the change management process (Bass, 2008). Miscommunication has a high impact on change within a low skilled, highly directive work environment. A study by Boardman (2006) noted organizations that are led by transformational leaders are staffed with educated, high skilled, professional workers. Communicating change in a transformative environment is less ambiguous

Organizational change is an important issue in all organizations. The process in which an organization optimizes its performance working toward its new state of function is pivotal. Resistance is easily found in direct or indirect challenges to authority, lack of action, and even open hostility. (Scheid,

Organizational change is not easy, but is an integral component that often allows the company and its employees to be prosperous. There are many ways to approach organizational change. Some are scientific theories like those stated in Organizational Behavior and Management (John Ivancevich) while others like John P. Kotter in “The Heart of Change,” believe it is just getting to the heart of your employees. If an organization today wants to be successful, they must understand why change is resisted and determine how to create a process to overcome this resistance

Hospital technology decision makers now confront a growing pipeline of information technology (IT) and major medical equipment that challenges traditional capital allocation processes. In a highly fragmented industry that is driven by coverage and reimbursement policies set by the Centers for Medicare and Medicaid Services (CMS) and private insurers, the cumulative impact of hospitals’ technology investment decisions shapes health care for decades. Hospitals are medical institutions with the goal of diagnosing, treating, and caring for patients with a wide variety of ailments and injuries. Because of this, it is necessary to have a broad range of equipment to be able to help more patients with greater

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.

Martha S. Feldman a theorist discusses organisational change in her paper. She sees emergent approach as the right way to perceive organisational change. Furthermore according to her the organisational internal dynamics i.e. routines and norms of its employees, managers and other workers is the area that should be targeted for change (Feldman, 2000). She elaborated that every organisation has capacity to change itself for betterment but what is crucial is it should be taken naturally and slowly. She emphasized that organisation should be focusing on micro level internal

We suggest that, change efforts are influenced by content, contextual, and process issues as well as the individual differences that exist among the change targets. Identifying the nature in which these factors interact will add to the understanding of employee responses to change and ultimately, aid management in accomplishing one of the most important goals of any change effort, ensuring employee commitment to change. Factors influencing organizational change success Content issues Content issues refer to the change being implemented and are specific to each organization. Typically, these changes are described as either fundamental or incremental change, although researchers often use slightly different wording. Fundamental change often occurs in an attempt to meet environmental demands such as increased competition or new government regulations. Reger et al. (1994, p. 32) describe fundamental change as “actions that alter the very character of the organization.” Incremental change, on the other hand, is often a step-by-step movement toward an organizational ideal. Management may attempt to fine-tune or adjust current operations to meet future goals. Similar to fundamental and incremental change, organizational content issues have also been characterized by episodic or continuous change. Episodic change is infrequent and intentional. Typically, management introduces change in an attempt to correct the misalignment between the current state of operations and the