Historical Points of Organizational Change

Historical Points of Organizational Change

Introduction

Several years ago, the changes in the organizations concerned in general internal problems and have an evolutionary character. Today the changes are based on the adaptation to changes resulting from external conditions, progressing very quickly. Their pace has a huge impact on internal processes. Organizations that do not use the opportunity for them, they will lose customers and reason for being. Many of them, however, accept the acceleration, trying to surprise the market with new products and attract customers. Market analysis and prediction of long-term results, not only requires making quick, but accurate decisions (Waddell, et al., 2004).

Currently, changes take various forms, such as:

Direct contact with customers, meeting, not folders from a list of products and services or advertising,

Frequent meetings, mutual sharing of information and DOS-endorsement,

Delegation of powers within the organization,

Flatter organizational structure than the slender,

Identifying and planning goals and objectives and their accounting and verification,

Assign employees to specific projects,

Maximum resources to provide technical, technological, financial, personnel,

Stimulating innovation, introduction of new solutions, motivating employees, change behavior,

Only teamwork, creates opportunities to find workers talented and creative, engaging in new tasks

Avoid theoretical approach to change.

The changes are related to the continuous further training, not necessarily in the traditional form, but for example, via the Internet, the available literature is not yet supported by any certificate, certificate. Education, knowledge becomes something more than only telling you this is a direct transfer of knowledge to the job. The change management must be assumed that the methods of bringing proceedings in the future success of today are subject to change (Burke, 2011).

The ability to create new solutions adapted to the changing market and increasing customer requirements must be entered in the activities of any organization. The change does not take place right away (Beerel, 2009). They can and are subjected to further gear education, and the implementation is not so simple, the results are often unpredictable. It must therefore take into account the following aspects:

Continuous improvement of products and services, as well as all processes organization

Continuing education for new applications, internal collaboration,

Increase employee innovation, prioritization, and accountability of tasks.

Communicating the benefits that will bring change to employees and the organization.

Discussion

One of the methods and tools for improving processes listed in ISO 10014: 2006 is the method of OD (Organizational Development) considered as a concept in the development of organizational change management. This term is quoted: "strategic action aimed at increasing the efficiency of the organization through the development and strengthening of policies, structures and processes of the organization (Burke, 2011).

Renowned psychologist and researcher problems changes in organizations, Kurt Lewin has divided change process into three phases: the thawing of the existing methods, the transformation, implementation of new techniques and re-freezing (Kushniruk & Borycki, 2008).

Phase One

Thawing is excited to employees when they have a need for change, the smooth transfer of information arising from the external environment. Employees must be motivated, and be confident that the changes will bring benefits and are satisfied with ...