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Leadership and Change - Essay Example

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Title: Leadership and Change Introduction Change is an unavoidable activity and phenomena. Numerous organizations have no other way but to follow the dictations of change. Sometimes these changes cannot be acceptable for various reasons but the organizations do not have other choice…
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Leadership and Change
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Download file to see previous pages The basic advantage of the internal change is that it can be avoided, can be postponed and can be further amended to bring a choice based condition into change activity. And there is strong evidence suggesting that the organizations prefer to use and incorporate internal changes instead of implementing change dictated by the external forces. The external change cannot be a voluntary act. The organizations do not have choice whether to implement it or avoid it. The external change cannot be avoided. The management of organizations is bound to implement conditions required by the external change. The effects of the external change may not be welcomed by the organizations. The fundamental problem with the external change is that its developers do not have direct relationship with senior management of the organizations but they are normally developed and enforced by the regulatory authorities who have their objectives to be served by implementing the change requirements. As a result, the organizations do not wholeheartedly accept the impacts of the external change. And most of the time, they intend and prefer to resist the external change whenever they receive any opportunity to do so. ...
Change in the organization Change is essential to organizational survival (Van de Ven 1986). More clearly, change through the pursuit of new strategies becomes a highly significant component for organizational survival. All too often, however, organizations fail to remain adaptive to exogenous shifts in their environment (Christensen and Bowers 1996; Kotter 1996). The expansive literature highlights the factors favouring organizational stability and resistance to change (Nelson and Winter 1982; Tolbert and Zucker 1983; Hannan and Freeman 1984). Even when top management recognize the need to change, publicly declare new strategic initiative, change or modify incentives and divert significant resources to develop supportive organizational structures the persistence of existing older norms persistently impede organizational transformation. However, the challenge of change is even more daunting for organization working in highly institutionalized framework with strong traditions along with well-established norms of behaviour (DiMaggio and Powell 1983; Kaartz and Moore 2002). Despite such circumstances, the organizations do survive and continue doing business. Understanding the differential capability of organizations to change has become a central point (Bercovitz and Feldman 2008). And recent research denote that understanding variation in organizational response to external pressure requires inspecting and examining intra-organizational dynamics and the actions of individuals in that context as well (Greenwood and Hinings 1996). Type of change New technology has necessitated a real estate agency to introduce and implement ...Download file to see next pagesRead More
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