Organizational change

Introduction

The organizational structure of Lincoln Financial Group will be observed and analyzed. The goals and achievements, including a number of other most important aspects have been thoroughly discussed in this paper. Various questions concerning Company's meritorious progress, its numerous achievements, future planning, and current position as compared to its competitors all over the world, future threats and the like have also been answered in this paper.

The organizational structure of the Lincoln Financial Group has been formulated in such a manner that the implementation of their strategies has become profitable for the company. The organizational structure of any company depends upon the framework on which the authorities run a company. The structure consists of goals and achievements thus the measurement of achievements and goals help the authorities to analyze the position where they stand (Courtney, Kirkland & Viguerie, p. 6)

Over the past few decades large-scale organization change has become a way of life in American business. TQM, cycle-time reduction, process re-engineering, theory of constraints, and general flattening of the organization have, at various times, led the parade of favored approaches to organization change. But many organization change initiatives, in these or other forms, have failed to deliver promises of increased productivity and morale, decreased costs, decreased waste, and increased customer satisfaction. A sad result of these failures has been to reinforce fear, defensiveness, and cynicism among people at work toward organization change efforts.

This Paper will emphasize the importance of change within an organization. More specifically, it will attempt to disclose why change is complicated, and often an extremely painful process. Secondly, it will dive into the three stages of change: (1) Unfreezing the behavior (2) Changing the behavior (3) Refreezing the behavior. We will first discuss briefly how change can be complicated in today's organizations (Scholtes, pp. 5-107).

Discussion

Many experts rely on experience and skills to complete their respective jobs in society. In fact, many of the so-called "old heads" are as stubborn as they come and resist change at every interval. The old adage of "we have been doing it this way for years, who are you to tell us to change." This is probably one the most difficult aspects about change, that is changing people's perceptions. People become ingrained with beliefs, values, and when change is addressed, they become uncertain as described by John Schemerhorn, author of Managing Organizational Behavior.

However, it is up to management to instill the need for change by recognizing that the current "standard operating procedures" are no longer effective for survivability, and in all cases profitability. This leads into the next segment of this research, stage one of change, unfreezing the behavior.

Unfreezing is the toughest stage because of the sheer fact that organization management has created a felt need for change. In fact, R.L Daft stated in his book Organizational Theory and Design, "Leader's must be the "driver's" instead of "restrainers." The operational definition of organizational change is, “the adoption of a new idea or behavior by an organization." In other words, the norms ...