LEADING ORGANIZATIONAL CHANGE

Leading Organizational Change

Table of Content

Introduction1

Leading organizational Change1

Aspect of Leading Organizational Change2

Analysis and Discussion4

Effects of Organizational Change4

Conclusion7

References9

Leading organizational Change

Introduction

Leading organizational Change

Change is necessary, both from individual as well as organizational point of view. An Individual may have several reasons that could force him or her to change. For instance an individual might sale or buy a new car every year just to cope up with the changing trends, similarly people dress up differently to stay updated with the changing fashion trends. The world is changing at a fast pace so as individuals and organizations. Firms operating domestically or globally are being enforced to change their structure and operations just to adjust with the dynamics of the external environment. Organizational changes are accompanied by scratching conventional and shared staff values, norms and patterns of action, articulating flexible, long and short term strategies, as well as orthodox methods of decision-making. All organizations from time to time need to change something in their strategies and structures. In the past, when the external environment was relatively stable, most organizations have carried out minor, but rather quantitative changes in order to solve instant troubles or take benefit of newly discovered opportunities. However, for the last ten or fifteen years, companies around the world have been faced with the necessity of far-reaching alterations in strategy, structure and management processes to adapt to new requirements of competition. Global competition and rapid technological change, is likely to lead to more significant structural and strategic changes in the near future (Bridges, 2003)

Leading organizational change refers to comprehensive process as well as to the possible related outcomes of the process by which firms modify their structure, organism, policy and culture. The change can exist in either perpetual or periodic form, revealing continuing dynamics as well as planned and evolving varieties of discontinuous transformation. The subject of organizational change takes in to account the cultural, social, interdisciplinary, psychological, managerial, and economic aspects of varying businesses. There isn't any universal theory of organizational change that takes in to consideration all the real world aspects of organizational change issues, however, there are substitute theories that focus on personal, team, organizational, intra-departmental, and environmental factors and outcomes of constancy and change in organizations. Various organizational change theories have geared up independently of each other, with only partial efforts to determine theoretical and experimental disagreements across varying perceptions. Previously it was believed the organizational change can only produce positive or desirable outcomes for an entity, however, contemporary research has proved that an organization can observe both the positive and negative consequences of the change being executed. Thus, the success or failure of the change depends merely on how efficiently and effectively the action plan has been executed (Duck, 1998)

Aspect of Leading Organizational Change

Mangers may be obligated to lead and alter their thinking so as to achieve the results that their organizations and the wider community expect from them (Kotter, 1996). Leaders of organizations sometimes need to go to new directions but may be unwilling ...