MANAGING ORGANIZATIONAL CHANGE

Managing Organizational Change

Abstract

With change having been an unchanging for over 2500 years, why are businesses still so awful at organizing it? Why do so numerous change plans wither and die leaving only disarray and mangled methods in their wake? This paper discovers some of the causes business change programs go incorrect and offers some concepts as to how a company can institutionalize change to become certainly developing achievement story.

Table of Contents

Abstract2

Table of Contents3

Introduction4

Discussion7

Internal Driving Forces To Change11

External Driving Forces To Change13

Resistance To Change14

Conclusion18

References20

Managing Organizational Change

Introduction

Organizational change (change at the enterprise-wide level) is provoked by major out-of-doors going by car force that wills origin an evolution to the next grade in the corporate life cycle. It is uncommon for an enterprise to carefully design and execute organizational change before an external or fiscal reality forces the change. Change is hard work and it is nearly habitually reactive. What can be proactive is how an association agreements with a change position anyhow the association organizes itself to recognize and integrate change on an ongoing basis.

An organization may be able to deter some of the resistance met by change by hiring change leaders who use rich channels in communicating the change to employees. (Schuler, 2003) Change leaders are typically credible people who possess respect, merit, and expertise in the organization. Change leaders can be a valuable asset to any organization who plans or does implement a change because studies have shown that employees are more willing to listen and follow leaders with informal power rather than managers with authoritative power. (Schuler, 2003)Additionally, several organizations overcome resistance to change via negotiation and rewards. (Schuler, 2003) This involves offering employees incentives to ensure their cooperation with the change efforts. (Schuler, 2003) Conversely, some organizations punish employees who do not cooperate with the implemented change by employment termination and increased workloads. (Bateman & Zeithaml, 2002)A reduction in productivity will occur in any type of organizational change because people need the time to adapt and adjust to the change. (Bateman & Zeithaml, 2002) The criteria used to determine if the organizational change was successful is the amount of productivity lost and the amount of time it takes to regain the original productivity level of the organization. (Bateman & Zeithaml, 2002) Thus, the chief goal of managing organizational change is to ensure that strategies for dealing with human reactions to change are completely incorporated with other aspects of the change effort in order to reach the desired goals intended by the implementation. (Bateman & Zeithaml, 2002)The figure below, based on a 1990 U.S. Department of Labor study, illustrates the change impact and recovery process both with and without the application of a formal organizational change management process. (Self, 2007) According to Bateman and Zeithaml, managing change effectively requires moving the organization from its current state to a future desired state at minimal cost to the organization. (Bateman & Zeithaml, 2002). The authors identified three steps for organizations to follow when implementing organizational change:Diagnose the current ...