Change Management Essay

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Chaos theory states that change represents a contemporary corporate model which is best suited to the advanced corporations of the current era. The theory understands the fact that change is unavoidable, but that forecasting its trajectory and time is hard (Taneja, 2013). Mergers, acquisitions, governmental takeovers and liquidations, which are ever more frequently observed, all support chaos theory premises. Akin to chemistry, organizational change may be classified as organic (flowing from an existing process) or inorganic (entirely different) (Wong, 2016).



A Discussion That Assesses the Factors That Contribute to The Organic Evolution of Change



Just like in the case of living beings, an effective institution realizes the important aspect that the totality is always greater than its individual components' sum, that diverse areas must undergo organic growth and change, and that diverse groups must develop and adjust at their own pace (Oner, Benson, & Beser, 2014). As organic evolution necessitates a different way of thinking and acting, corporate executives and leaders are expected to identify corporate change needs and foster positive attitudes among people, towards ongoing improvements (Hughes, 2007). Organic growth necessitates assessment of factors balancing the internal corporate community's needs with individual needs, understanding both present and past, and making predictions for the organization's future. Drivers of constructive organic change mold strategy for guiding the future, in addition to adapting strategies depending on micro- and macro- level environmental concerns. At the time of accessing organic change factor, managers must assess individuals and time dynamics, in addition to corporate and environmental concerns. Change will be organic, ongoing, and successful when managers entrench the notion of organizational change as a behavioral standard and continuous process to be methodically applied in routine organizational practice (Molineux, 2013). Micro-level organic change is a reflection of people's unique experiences in execution, opposition, attitudes, organizational trust, and psychology (Mangundjaya, 2015). Meanwhile, organic macro-level corporate climates are multifaceted and disorganized adaptive structures. Hence, organic change necessitates a methodical developmental strategy, and ought to incorporate key corporate parameters such as the individuals, corporate philosophy, structure, competences, business models, operational processes, and services/products, which focus on long- as well as short-term development. This way, change-related routine activities and attitudes get organically and thoroughly entrenched in the company's culture (Live, 2016).



Mintzburg and Huy (2003) describe institutional change as an endless phenomenon characterized by a sudden or methodical dynamic rhythm, whether forced upon the organization or cultivating rebuilding (i.e., organic).
No one method exists that would work for all circumstances, and all executives must be daring and identify the instrument or approach that would suit their distinctive skill set, in addition to the unique skill set of the team and the overall company. Growing organic companies realize the increased significance of constant innovation, coordination of energies, and ongoing management of uncertainty and change (Oner et al., 2014). Incremental new product/service development constitutes the most organic and quickest means to attaining constant growth and success (Durmusoglu, Calantone, & Mcnally, 2013). Furthermore, corporations can use constant innovation for producing fairly long-term growth spurts (Durmusoglu et al., 2013). Efficient change relies increasingly on the efficient application of informal change processes stemming from routine activities, and evaluation of change drivers (Hughes, 2007; Live, 2016).



A discussion of how to formulate strategic development approaches and to identify models and interventions of change leadership



At the outset, every business will be in its entrepreneurial phase. Process development will be underway, and corporate processes will be flexible and adaptable in nature (Parker, 2010). With stability of interdependencies upon arrival at a higher developmental stage, the processes that have led to organizational success now make the company process-focused. Parker (2010) states that process development during an organization's expansion may move two different ways. That is, they may be of a process-enabling nature, improving business operations and facilitating accommodation of the development, merger, or expansion. Meanwhile, process-inhibiting changes are those that, although required, offer no help to the company but rather, may end up hampering its operations (Wong, 2016).



The application of chaos theory for explaining strategic institutional development reveals that strategic growth can only be strengthened with the emergence of order from chaos, prior to the introduction of changes; this corresponds to Parker's (2010) entrepreneurial stage of individual processes. Choosing and implementing a framework helps determine change-related leadership interventions. Without proper analysis and implementation of a suitable model, identifying required changes and directing them becomes hard. Numerous intervention approaches may be implemented on the basis of the model applied (e.g., chaos theory, for ascertaining the need to….....

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References


Bass, B. M. (1993). Transformational Leadership and Organizational Culture. Public Administration Quarterly, 17(1), 112-121. Retrieved July 10, 2013

Durmusoglu, S., Calantone, R., & Mcnally, R. (2013). Ordered to innovate: A longitudinal examination of the early periods of a new product development process implementation in a manufacturing firm. Journal of Product Innovation Management, 30(4), 712-731.

Hughes, M. (2007). The tools and techniques of change management. Journal of Change Management, 7(1), p 37 -- 49.7

Huy, Q. N. & Mintzberg, H. (2003). The Rhythm of Change. MIT Sloan Management Review, 44(4), 79-84.

Live, T. (2016). Theoretical foundations for organic change (part 2 of 5). Retrieved September 3, 2016, from http://www.tomlive2.com/leadership-theoretical-foundations-for-organic-change-part-2-of-5/

Mangundjaya, W. H. (2015). People or trust in building commitment to change? Journal of Developing Areas, 49(5), 67-78.

Molineux, J. (2013). Enabling organizational cultural change using systemic strategic human resource management -- a longitudinal case study. International Journal of Human Resource Management, 24(8), 1588-1612. doi:10.1080/09585192.2012.723022.

Oner, M. A., Benson, C., & Beser, S. G. (2014). Linking Organizational Change Management and Organizational Foresight. Strategic Change, 23(3-4), 185-203. doi:10.1002/jsc.1970:

Parker, C. (2010). On becoming a process-enabled organization: How to seed a culture of quality in a post acquisition environment. Global Business & Organizational Excellence, 29(2), 26-39.

Taneja. P. H. (2013). Strategic management in an era of paradigmatic chaos: Lessons for managers. International Journal of Management, 30(1), 112-126

Wong, A. (2016). Theoretical foundations of change. Retrieved from http://www.academia.edu/12390357/Theoretical_Foundations_of_Change
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