Gadgets Change, Growth And Coalitions

Gadgets Change, Growth And Coalitions



Gadgets Change, Growth And Coalitions

Introduction

Organizational change is a concept that regularly occurs due to the nature of today's business environment. (McNamara, 2007) It is common in business communications, strategy, management and leadership. (McNamara, 2007) Change occurs when an organization revolutionizes parts or its entire strategy and/or wants to change the way it operates. (McNamara, 2007) Thus, it involves the realigning of organizational processes and operations. In order to remain competitive and successful in today's business environment, organizations must continually undergo changes by being innovative. (McNamara, 2007) Therefore, change plays a major role in the longevity, maturity, and success of any organization. In this paper we analysed tha case of Gadgets, Sustaining Success or Facing Failure.

Analysis

In today's business environment, there are many factors that compel organizations to change such as globalization of markets and rapidly evolving technology. "Organizations must change because their environments change,” according to Andrew Sturdy in his article Management Beneath and Beyond Organizational Change Management: Exploring Alternatives. (Sturdy, 2003, p. 652) Today, businesses are bombarded by incredibly high rates of change from a large number of internal and external sources. (Nadler, 1981) Internal pressures tend to come from top managers and lower-level employees who push for change. (Goff, 2000) On the other hand, external pressures tend to arise from changes in the legal, competitive, technological, and economic environments. (Goff, 2000)People have deep attachments to their organization's normal work groups, duties, processes, and operations. (McNamara, 2007) Therefore, every change in an organization experiences some level or sort of resistance. Change resistance involves the pessimistic feelings and thoughts about a change(s) in an organization. (McNamara, 2007) It can result in jeopardizing or experiencing losses in productivity and profitability in an organization. (Oreg, 2006) Thus, managing and overcoming the resistance to change in an organization is essential to its survival.

Change Management Theories Overview

Change management methodologies reflect the internal structure of an organization; mechanistic organizations tend toward procedural interventions and organic organizations tend toward whole system interventions. According to Newman and Fitzgerald (2001), Lewin's Force Field Analysis model for change and “action research underlie(s) most current OD approaches” (p. 1), but Current practice goes beyond original formulations to emphasize…emergent processes.

Mellish's statement, “synergy to coexist in pursuit of collective interest based in mutual understanding” is recognizable in the other “pole” of change management theory, whole systems theory (p. 5). Managing and Binzagr (1996) wrote that whole systems methodologies are based on six assumptions:

Organizations are viewed as whole systems. (Synergy)

Viewing organizations as whole systems requires the creation of dialogue among all organizational stakeholders. (Mutual Understanding)

Organizations do not exist, but organizing processes and procedures do. (Collective Interests)

What we perceive as our collective organization reality becomes the organization that is created. (Synergy and Mutual Understanding)

Individuals within an organization have the capability to self organize and redefine their reality. (Coexist in pursuit of Collective Interests)

Humanity shares a set of universal values that are inherently 'good' and these values will ultimately influence voluntary collective ...