Organizational Design and Culture

Organizational Design and Culture

Organizational Design and Culture

Organizational Change

Let us start our consideration with the delineation of change in organizations. Change according to Jick (1993) is a planned or unplanned response to pressures and forces. Change is inescapable and organizations undergo change. Technological, financial, social, regulatory, political and competitive forces push organizations to change. Because of the ever altering enterprise and commerce position and natural natural environment, change has become a requirement for associations to remain powerful and to succeed. Globalization has also made the pressures more intense (cited in Mills 2003). Organizations today operate in a fast changing environment. In order to survive organization must be adaptive and they must adjust to new demands and opportunities.

The new global market demands for an organization that is able to improve production and enhance competitiveness continuously. Organizational change must be managed effectively because it plays an important role in the achievement of company goals. Organizations employ different strategies in order to remain competitive and to succeed. The objectives of the organization are achieved through its people. The aim of organizational change is to improve and strengthen organizational performance.

 

Planned Change

The aim of planned or market-induced change is to gain competitive advantage in a fast-changing world. Planned change involves the organization of work processes, development of the skills of the organization's people and alignment and commitment of key stakeholders. The values of planned change are embedded in economic approaches and organizational behavior (Buelens and Devos 2004). Through the economic perspective, the shareholders and customers are viewed as the most important stakeholders. In alignment to accomplish accomplishment, the organization needs to improve its performance. The organization behavior perspective on the other hand view human resources as the key to the success of the planned change. The aim of planned change is to create economic value. Planned change constitutes a deliberate and premeditated intervention designed to alter some aspect of organizational life. The aims of a planned change are achieved through some methodology. Planned change usually involves some methodological approach or set of steps (Stickland 1998).

 

Managing Organizational Change

Management of change is described as a structured approach to individual, team, organization and society transitions that move the target from a current state to a desired state. Change management in organizations is a process for managing the people-side of change. It is the integration and adaptation of a new business model into an organization to transform the organizational relationships with all its constituents. It is important that the management asses the current condition of the employees in order to identify the changes that the organization needs. It is also important to estimate the effect of management change on the employee behavior patterns, work processes, technological requirements and motivation. Management of change must be continuously monitored for effectiveness and must be implemented throughout the organization and must be adjusted in order achieve the desired goals.

 

Levels of Organizational Change

Organization Level

Theories based at the level of the organization see change as a product of: interactions ...