MANAGING THE CHANGE PROCESS

Managing the change process

Managing the change process

Introduction

Change management is a structured approach to the transfer of individuals, teams and organizations from the current state to the desired future state. The purpose of this organizational process is the empowerment of employees to accept and support change in their current business environment. In project management, change management as a process management project, formally submitted and approved changes to the project (Gans, 2011, 48-50).

Sometimes the question arises: what else can be managed, as no changes? After all, management is possible that moves the process. A sending process we make the change. Frozen control is impossible. For practical purposes, it is convenient to divide the concept of management and change management. The latter will be a private version of the first. It has certain features that are not inherent to other offices, but is subject to the general laws of control. We live in a world of rapid and accelerating change, which takes place in many areas, including political, scientific, technological and communication, and in the same organizations. They must develop the ability to integrate technology and information exchange. Those who fail to adapt to social change and cultural, have been delayed due to poor adaptation to integrate the change technology (Kamal & Abbas, 2011, 673-682).

Discussion

Organizational change is any substantial modification of any part of the organization. According to this definition, the change can affect almost every aspect of the organization, such as work schedules, job grouping basis, span of management, overall project organization and the people themselves. We should remember that any change in the organization may entail consequences that go beyond the area where the change made (Flouris & Yilmaz, 2009, 1-19).

Forces acting for change

Organizations recognize the need for change when change is or is to just change something that relates to them. In this arrangement, the organization has no choice but to change, as well. The main reason for the emergence of the problems facing the organization is Improvidence changes or lack of adequate response to changing circumstances. Forces acting for change may lie outside the organization or be stuck in itself (Coget, 2010, 106-108).

External forces

External forces for change arise from the environment in purposeful organization. For example, in the two energy crises, the Japanese automobile industry maturing, floating exchange rates and the volatility of international interest rates had a profound impact on the American automobile companies. Competition and new rules of production forced them to make changes in their actions and strategies. Through technical dimension, an organization can introduce new production techniques through which organization has to learn. On the economic dimension affects inflation, maintenance costs and the money supply. Social cultural dimension, which reflects the social values, determines what services or products will be accepted by the market (Bold, 2011, 5-13).

Due to its proximity to the environment, it is appropriate to work towards change. Competitors affect the organization through the structure of its prices and assortment policy. When General Motors offers discounts from the prices of new ...