Managing Radical Changes in an Organization Course Number: Date Due: Introduction Organizations in the present day cannot cope without having to experience any form of changes in their structure and functioning. This is because they are receiving much competition from their competitors and therefore some might opt to merge with other companies to survive in the competitive environment…
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The use of organizational teams by most organizations to implement radical changes has been a core recommendation by most scholars however, the requirements for these teams to be successful in the change implementation are not clear. However, the composition of the change teams and how they are selected, their motivation and influence of engaging with the employees on the need to make changing to the company, are critical to the success of the change implementation. In this study several theories are put in place to identify the strategies that any team carrying out change must observe for it to be successful. Nevertheless, the adoption-innovation theory, and the ability based theory of emotional intelligence proposes that the teams that observe the views of the employees, the team that uses the cognitive style will no fact be successful in the implementation of any form of change. Moreover, the leader of the team has a direct effect on the success of radical change implementation (Antonakis 2009). ...
While there might be several factors behind these failures, there is the underestimation of the quantity of time and the energy required that would create a new organizational culture so that the employees might be accepted and feel this change in the organization. Without employee engaging in any type of change, there is little realization of the profits or the required results. The organizational change is therefore a slow and dynamic process that needs careful planning. The external forces in the present economic and social environment have made many organizations to seek the best ways in which to adapt and implement the changes they need in the organization. Nevertheless, the need to maintain the legitimacy of the company and the need to maintain the viability of the resources (Armenakis 1999). Thus therefore, there is a need to focus on radical change initiatives for the organizations to benefit from any form of change they are about to implement. The radical changes in the mobile banking industry are often associated with some form of risk and difficult to implement. Change Process Models According to Baron (1997), change is a slow and dynamic process in an organization. It consists of several phases that need to be successive. These he referred successive phases as “unfreezing, moving, and refreezing” (Barbuto 2006). Several other recent studies have based their ideas on this phase model and come up with related models that aim to show the practical aspect of the implementation of the radical changes by an organization. Baron (1997) asserts that the implementation of the radical changes in an organization is a daunting task and therefore throughout the
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oss their units aiming to improve their position towards their rivals. In practice, the successful development of such plans has been proved to be a challenging task – mostly because of the lack of appropriate preparation of the activities involved. One of the key barriers towards the increase of the firms’ competitiveness seems to be their inability to understand the market needs; moreover, the potential influence of the personal perceptions of the managers engaged to the relevant projects is often ignored.
The Gap industries have developed the Potter’s five forces model to focus and fight on the competitiveness in the market place. The five forces models have helped the company determine its attractiveness, showing its relationship with competitors, suppliers, and buyers within the industry as stated in Porter (2003, p.130).
The contemporary management theories started with the classical perspectives advanced in the 19th and 20th century, which focused on how to design and manage work, in a bid to help organizations accomplish maximum efficiency. Internal and external conditions are requisite in bringing maximum performance for organizations.
In order to ensure survival and progress, organisations should learn to respond to imminent changing situations. In this context of change, one has to acknowledge that organisations are under the leadership of individuals who are human beings. In this regard, organisational change management trickles down to the influence of individual leaders heading a given organisation.
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Human resource Management is, perhaps, the oldest and most widely researched subject in management. Yet, as technologies change, cultural diversities occur and people's expectations undergo fundamental shifts towards newer and newer dimensions.
If we compare closely we will find that in many respects an organization is akin to a living organism. Just as any living organism need to keep harmony with the ever-changing environs for its survival. So dies in organization need to respond to changes in the market, governments, creditors, and communities even the weather, "Survival of the fittest is the unwritten but the radical rule of this gave.
I can easily be handled as far as controlling me is concerned. However, I am a type of person that would stand on my ground and with that, I can also handle people with a sense of authority and power. I always
According to the report effective organizational change is not just a procedure of modification, but also needsadequatehandling capabilities. Along with implementation of changes, organization must also consider why it is important to know the reason of changes. Changes are necessary in order to accomplish goals and objectives.
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