Change Management in Designing the Term Paper

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The focus of each study is how to navigate the complexities of organizational change while keeping the company in balance and moving forward towards its objectives (Galbraith, 1982). One analysis concentrates on the structural components of an effective culture that is agile enough to change yet solid enough to be stable enough to grow on (Designing the Innovative Organization) (Galbraith, 1982). The other concentrates on how best to define the cultural foundation of a company from a sociability and solidarity standpoint (Goffee, Jones,1996). Both of these approaches are highly effective in creating a navigational focus on change management and cultural strategy decisions. As both analyses illustrate just how potent the potential is for modifying a culture based on its ability to take into account the myriad of factors that resist change, their insights would be invaluable for managers looking to side-step the major stumbling blocks evident in resistance to change. Both have elements of pragmatism associated with them as they attempt to be prescriptive to senior management about how to structure change management strategies that take into account how diverse and unique an organization is. Of the two however, the one that succeeds is the discussion of how to create a more innovative organization over time through better management of the heterogeneity and unique needs of its members, the employees and stakeholders (Galbraith, 1982).

Desired Outcomes of a Change Initiative

Ultimately the single greatest accomplishment of a change management initiative is ensuring an organization stays agile enough to respond to market conditions while also being stable enough to provide a foundation for future growth.

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There is also the potential for completely redefining the organization's strengths and core competencies if over time it can embrace and shift its focus away from being myopic and inward-focused to becoming more market-drive. The shift in mindset also has to take into account the innate personality or attributes of an organization, and these articles highlight differences in how they can be defined and used (Goffee, Jones,1996).

Change management involves risk and the ability to keep entire workforces balanced while making the transition between one series of market and business model assumptions to another (Galbraith, 1982). The outcomes of a change management initiative need to respect these aspects of any organization's culture while also seeking to create enough value from the transformed business models and value chains (Galbraith, 1982). Organizations who have this ability to keep their core value chain components continually focused on market requirements while also creating a continually agile structure will over time attain greater market dominance compared to those that don't. From this perspective the ability to balance rapid organizational, societal, and market-driven change while also ensuring a stability to an organizational culture is critical. Only by taking these types of approaches to validating and ensuring consistency can an organization hope to stay relevant to customer's over time......

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