CHANGE INTERVENTION

Change Intervention

Change Intervention

Introduction

Corporate business environment is becoming more and more globalized, by extending their relationships with international companies. Hence, in order to build high performing organizations managers need to know how to effectively manage organizational changes and understand the relationship between organizational culture, widespread culture and organizational change intervention. When an organization's culture impacted by the wider societal values and understandings, it may exacerbate the degree of resistance to change as such values and understandings cannot be changed easily because of their societal roots and socio-dynamic nature (Williams, 2009). Organizations require more of their technical experts to consolidate their technical and practical mastery, and build an arsenal of tools and techniques around them to lead to significant behavioral change and organizational improvement for the new business models in all sectors. In view of the above problem, the following five interventions are proposed. It is hoped that these measures would play a crucial role in the setting a new direction of the organization. The entire cadre of the organization must play their part in enforcing the change.

Discussion

The recommendations about change intervention in organizational life range from routine operational improvements to substantial, radical, transformational changes. Examples of the latter, include business mergers and acquisitions, business (territorial) expansions, cultural changes, management information system (MIS) implementation, enterprise resources planning (ERP) implementation, process improvement or re-engineering, and restructuring of organizational units, such as downsizing, technology changes, Total Quality Management (TQM) driven changes, and development of new business strategies. Moreover, business and professional publications report that over 40% of organizational changes encompass various categories, which makes the process of organizational change management both complex and complicated (Cummings, 2009). Simultaneously, according to various studies, organizational change attempts habitually fail, which makes them events with potentially strong negative consequences for individuals as well as businesses. Although the rate of failure varies by change, it stays relatively high, especially with extensive changes. Thus, 50- 80% of mergers and acquisitions never produce anticipated outcomes, 70% of re-engineering projects are unsuccessful, 83% of all mergers and acquisitions fail to produce shareholder value, and over a 50% failure rate applies to business expansions, re-structuring (e.g. downsizing) and Total Quality Management driven changes. This turns organizational change into an event with strong negative consequences for individuals and businesses. The approach to change management requires a systemic vision of the organization as derived from the metaphor of biological organization and biological organism, introduced during the description of theories quotas. According to this metaphor of the organization is a system, which is an, organic entity, comprehensive and organized: Remove some of you change its nature and its capabilities. Different parts of the system must have some organization and, within it, the interaction between the different elements means that the system behaves differently than its parts (Brown, 2008).

Organizational Changes: Major Barriers

Organizations rely on their employees to adapt to changes; however, the adaptation is usually slow, often difficult and sometimes even unsuccessful. This typically occurs in the case of socially detrimental changes, for instance those in the ...