Related Essays
major changes in their organization, they may need to keep in mind the four types of organizational change: scale, magnitude, duration, and strategic importance. The scale of the change determines whether it affects the entire organization or only one department. The magnitude of the change refers to the degree to which the change veers from the status quo, and in what way. The duration of the change could be short-term or long-term, and its strategic importance can be relatively small or it could also mean the life or death of the organization.
When a leader focuses on the alignment of culture with change outcomes, the steps… Continue Reading...
not carbonated, it is so pure that they have no promise to make (McKay, 2002).
Cultural Intelligence: Managing issues to do with culture and associated with organizational change
CQ, cultural intelligence, cultural quotient is a common term used in academic and government circles can be viewed as the capability to work and relate effectively across diverse cultures. Van Dyne, Ang and Koh (2008) say that CQ is a complementary intelligence form that demonstrates being adaptable to cross cultural interactions and diversity; which is different from other intelligence forms including EQ and IQ. CQ focuses on interactions and settings marked with cultural diversity. Thomas and Inkson (2003), point out that people who are culturally intelligent people own… Continue Reading...
organizations in today’s business environment are faced with the need for managing organizational change because of the changes in the business environment. As I reflect on the insights obtained from the course, I have learned about change management and found some readings, resources, and assignments helpful in this process as well as some that did not fully engage me. However, I also feel that there are some aspects of change management that I still need to know more about and research more deeply after this class.
Prior to undertaking this class, I knew that change management is a relatively complex process that… Continue Reading...
are not separate from strategy but rather are an integral part of strategy (Rosam & Peddle 2008). Organizational change, however, is often a slow, incremental struggle and there is sobering evidence that attempts at organizational change often result in partial failures and an inability to meet established goals. The problem is often “change management consists of a (limited) set of interventions, which are regarded as objective, measurable and linearly manageable programs that can be realised in a relatively short time,” contrary to the substantial human as well as logistical challenges of making change a natural and internalized part of employees’ and managers’ mindsets (Pieterse, Caniëls, & Homan,… Continue Reading...
Change
The term "Organizational Change" denotes implementation of change in an organization's routine business processes and plans. Such change can be minor (within organizational sub-departments or minute sectors) or major (department-wide or company-wide change). The area of Organizational Change Management or OCM can be defined as an orderly framework that gets around the structure propelling novel business processes; it also includes changes to corporate culture. OCM's alternative perspective that outlines its human resource side has been labeled "change management."
Harvard Business Review (2010) states that a few organizations (such as Apple Inc.) capitalize… Continue Reading...
their operations in order to align their businesses with the industry they operate it. However, the process of instituting organizational change in complex and can hurt a company’s operations if not conducted appropriately. As a result, there are various change management models that have been developed to help the management in instituting and managing organizational change. These models help in management of planned and unplanned change in the organization in order to enhance its efficiency and effectiveness in the industry or market it operates in. Some of these change management models include Kurt Lewin’s Three-Step Change Model, The Action Research Model, John Kotter’s 8-Step Change Model, and The Positive… Continue Reading...
through planned interventions in the processes and practices of the organization. Organizational development plays a fundamental role in facilitating organizational change. Organizational development is the use of organizational resources to develop effectiveness and increase productivity. It can be used to resolve difficulties within the organization or as a way to examine a process and find a more effective way of doing it. The process of organizational development ascertains areas of company processes where change is required. Each need is examined, and the possible effects are planned into a change management plan. Imperatively, the plan shapes the precise ways in which the change will advance and enhance company practices and… Continue Reading...
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… Continue Reading...
the effective JIT (Just-in-Time) concept would lead to immense benefits in the management of organizational change implementation. JIT can undoubtedly achieve the above, if everything goes right. But those who speak from experience claim that some or other things will invariably go wrong. This is why research scholars encourage avoiding "success orientation" -- they recommend adopting a pessimistic approach when planning; this they term as the "failure-avoidance" strategy of management. This strategy prioritizes the possibility of failure and erring, attempting to decrease such likelihoods, and insuring consistent and efficient performance even when faced with disturbance (Sonenshein, 2014).
Importance
A 2010 research conducted by O'Reilly,… Continue Reading...
organizational dimensions, twelve in total, that are of great relevance in the effecting of organizational change. It looks into the cause-and-effect relationship between the said 12 key areas, thus helping identify the need and reason for change. It therefore comes in handy in not only the analysis but also the diagnosis and prediction of how change impacts the entity. The dimensions highlighted include; “external environment, mission and strategy, leadership, organizational culture, structure, management practices, systems, work unit climate, task requirement and individual skills, motivation, individual needs and values, and individual and organizational performance” (Falletta, 2005). The design and nature of this particular model makes… Continue Reading...
Organizational Change and Management
Organizations have set goals and objectives that should be achieved within a specified period. For organizations to achieve them, they should have structures that would ensure that the needed activities are done in the desired way. Maguire (2012) defines the organizational structure as the way in which people are grouped to get work done in a firm. It forms the basis for the development of an effective relationship between different stakeholders such as managers and the employees. Organizational structures can be grouped into different types that… Continue Reading...
Organizational change takes place when an organization makes a transition into its wanted future state from the current state. Organizational change is managed through planning and execution of that transition, while aiming at minimum expense and minimum staff resistance, and at the same time achieving maximum success of the transition process (Anderson and King, 2002).
The modern-day organizational environment needs organizations to go through nearly constant transitions for them to maintain competitiveness. Such aspects as rapid technological evolution and market globalization make it difficult for companies to survive without being… Continue Reading...
law enforcement organization. Equally, authoritarian leadership may work during normal periods, but may not work during periods of organizational change. In essence, situational leadership requires that leaders must be adaptive, flexible, and agile.
The relevance of situational leadership within the context of military is immense. Military organizations exist in an ever more complex and ambiguous operational environment -- technological shifts, greater availability of information, increased downsizing, constantly changing security threats, increasingly complex battlefields, and so forth. These uncertainties mean that a single style of leadership may not work all the time (Laver, 2008). At times, military leaders may need to be more transactional and other times they may… Continue Reading...
systems thinking, as it is what allows for an organizational change in the first place: unless leaders are willing to engage in systems thinking and look at how the company could be arranged more effectively as a whole, no change will occur. Caterpillar did this by tying its General Offices together around the world using “metrics and motivators to keep them pulling in the same direction” (Neilson & Pasternack, 2005). It changed the way the company’s pathways to information were provided by giving pricing G.O. staff insight into profitability by product and country, whereas before it had no such… Continue Reading...
is not just a matter of resisting organizational change, but it is highlights the need for an overhaul of the organizational culture, which has clearly adopted some toxic elements and become unwelcoming. But if the board ever wants to take the school forward, it has to break the more toxic aspects of the culture and foster a much stronger readiness for change, not just in response to crisis but in response to opportunity. Looking at this case from the lens of the future, smartphones are just around the corner, so resistance to technology that is this hostile… Continue Reading...
therefore stop listening to their colleagues and this has resulted organizational decline (BBC, 2016). It can be a tough exercise leading organizational change. Not all business leaders are cut for such an exercise. It can be debated that the organizations that win in the long run are those that have mastered both planning and leading change. There are several things that can spur change including growth being predominantly in a market which is unfamiliar, pricing factors to remain competitive, change in regulations, changing customer expectations, shortfall in talent and constraints in the organization's capacity. The factors which spur change are numerous and the examples given are not a complete representation of… Continue Reading...
and shifting social and demographic trends, few would dispute that, today, the chief task of the management is the leadership of organizational change. Because the need for change tends to be unpredictable, it if often reactive, discontinuous, ad hoc and normally sparked by the organizational crisis (Burnes, 2004).
Leaders use two main steps to determine when a change is necessary. First, they look at the organization's goals and mission statement. Later, they establish whether what they are doing matches what the organization desires to do (Burnes, 2004). If not, the leaders must decide whether they would expand their mission or cut the extraneous products. This involves examining the current work procedures,… Continue Reading...
be solved. Doing all these will consume most of the available resources and need implementing deliberate planning. Organizational change of Dana Incorporated is important for the health of employees. Therefore, management must recognize and set a stage for its success.
Vision change provides a sense of being and enduring purpose. Visions transcends day-to-day activities despite incorporating measures a day’s success. Vision empowers and encourages leader to implement change especially by proving meaning in both the future and present. Globalization is an example of vision change. Globalization causes an increased competition rate especially for the quality of workforce (Kotter, 2012). Differences in needs, skills and attitudes of the… Continue Reading...
times, the senior manager will function as a visionary leader who devises strategies for planned organizational change. Other times, the senior manager embodies a transformational style of leadership to empower colleagues and subordinates, particularly in an institution with departmental divisions. The senior executive in an eldercare organization may also work with financial planning and accounting teams to make strategic planning decisions and decisions linked to allocation of resources, methods of managing or cutting costs, and effective human resources policies. Ultimately, the senior management team aim to “foster an environment that can provide necessary and quality health care at maximum profit,” (Locsin, n.d., p. 1).
All… Continue Reading...
new technology should not surprise. There is often a fair amount of inertia within any organization when it comes to organizational change in general, and rolling out new technology in particular. Structural inertia has long been studied in organizational change literature – people become accustomed to doing things a certain way, they have fallen into routines, and many people really do not like being broken out of their comfort zones (Hannan & Freeman, 1984). This phenomenon can be observed on the macro level, but it will also manifest on the micro level, with respect to individual changes that are non-structural in nature. A good example is the rolling out of… Continue Reading...
