ORGANIZATIONAL CHANGE

Organizational Change



Organizational Change

Introduction

The change means moving from one status to another and affects individuals, groups and organizations alike, all organizations experience some changes and are becoming faster. The most frequent changes in organizations caused in the structure due to mergers, divisions, adequacy of size by increases or reductions, those caused by the technology, organizational culture and society itself.

On the one hand, Chruden and Sherman (2007) indicates that there are four reasons for changes in organizations.

1.Improve the means to meet financial needs,

2.Increase profitability,

3.Provide jobs for human beings, and

4.Contribute to the satisfaction and welfare of individuals.

The job change considered being any change occurring in the workplace, the effect of change in an industry affects the whole organization, so all we can say that the organization tends to be affected by a change in any part. Like a balloon, if you click on one of its parts, everything else pressed and tends to break somewhere by the pressure, so do organizations, breaks an equilibrium situation, people tend to develop when they work in a harmonious and stable, however, when there is a change, they tend back to equilibrium through new settings (Whelan-Berry & Somerville, 2010, 175-193). However, the balance represents a dilemma for managers, because it assumed that one of its functions involves making changes, doing things to transform the organizational homeostasis, i.e., that things are not static, in other words, be dynamic, proactive and not reactive, however, when the change is out of control, it has to react to restore the balance and adjust. Fortunately, many of the actions of change are small or low-impact, and can affect a few people or work processes, arguably incremental in nature, and relatively predictable, however, there may be very radical change forces severely affecting the organization, and many of these are becoming more frequent due to the causes mentioned (Davis, Keith and Newstrom, John W., 2000: 429).

Discussion

When talking about development of an organization, it refers to the preparation and management of change in the scope of the organization. The management of change is a complex challenge, however, organizations need the ability to adapt quickly and effectively to survive because the speed and complexity of change represents a tough test for the ability of managers and employees; however, when the objectives not achieved, the costs of failure can rise too (Rerup & Feldman, 2011, 577-610). It is a fact that the vast majority of organizations "live" in a constant environment of constant change and those that tend to be rigid are inflexible, bureaucratic highly specialized and cannot respond effectively to changing requirements. Organizations need designs that are flexible and adaptable; they also need systems that both require and enable greater use of commitment and talent of employees and managers (Hellriegel, Don, Jr. Slocum, John W. and Woodman, Richard W., 1998: 574).

Richard Daft (2000), notes that there are some forces that could be considered as triggers of organizational change, such as:

1.Technological change,

2.International economic integration,

3.The maturity of markets in developed countries ...