MANAGING CHANGE IN ORGANISATIONS

Managing Change in Organisations

[Personal Details]

[Module Name]

[Submission Deadline]

[3876]

Table of Contents

Introduction3

Overview of Organizational Change3

Overview of Downsizing4

Main Drivers for Change in the Organization5

Management Objectives to Downsizing5

Managers Actions and Techniques for Organizational Change7

Through Effective Communication7

The Role of Communication in Organizational Change8

Specific8

Measurable8

Attainable8

Realistic8

Timely8

Managing Change with Innovate Culture9

Process of implementing the change10

Rebirth11

Growth11

Maturation12

Renewal/ Decline or Stagnation12

Effects of Downsizing13

Consistency with Culture14

Resistance to Change15

Change Management in Organization Leads to Attainment of Objectives16

Managing Change in Organisations

Introduction

The corporation ' Phil Corporation Ltd. ' (Phil) was incorporated in the year 1984 and had been a chief performer in the field of the business of photography. The company wants to undergo a vast downsizing course in which it has to take main steps to cut its surplus workforce and thus reorganize the corporation. The company identified surplus amount of workforce in each department, the company believes to start the downsizing process. The company has identified 140 surplus employees out of the total of 425 from the two plants. It is believed that when the news will start spreading and making rounds of the corporation it would be generating an immense deal of disturbances amongst the workers and would be distressing their moral. This would be the time when the labor union would be starting to strengthen to oppose the prejudice, if any, caused by the administration towards them (Baumol, 1999, pp. 151).

As the sales of the company are declining therefore the company needs to downsize its excess employees from the company. But the downsizing would have adverse impact if the decision is not made efficiently.

Overview of Organizational Change

Organizational change can be seen from a variety of different settings. Van De Ven and Poole (1985) researched nearly thousands of articles on the topic and identified as many as twenty different theoretical perspectives. However, researchers from the organization in general have characterized the change as occurring in two fundamental ways: the evolution form and revolution form (Wilkinson, 1999, pp.1). The analysis of a continuous process that requires over time and the evolution of small change were in the viewpoint of the local amplification of the theme. Tushman (1991) is that it is the initial phase. An order continuous evolutionary change in a reasonable and stable place, and as in the organizational structure, environment, standards and resources, step by step, the results change. Much of the history of this industry is characterized by the organization in its first order to make incremental changes, while relatively stable and retain their present form, structure and cultural change. Other researchers, this change is seen as a revolutionary process, interspersed between sporadic events stable, long-term inertia, and involve relatively few changes were based. This process is known as the second phase of transition or change. Second-order changes are mostly and usually for internal or external influences, as well as in rooms for far-reaching changes in organizational structure, environment, norms and resources results (Cameron, 2004, pp. 447).

Overview of Downsizing

The historical perspective and the development of this industry that has encouraged the development of large and complex ...