Failure Analysis/Change Strategy - Research Paper Example

Organization change strategy Organization change strategy Introduction Organizational change usually takes place when an organization undergoes a transition in its current state into a foreseeable state. Organization change is a radical process that would require planning and implementation in such a way that influences employees and reduces resistant, minimizes cost while maximizing the effectiveness of the change effort (Rashford, 2006).Every organization would require undergoing advancement to changes at a certain point in its operations so as to maintain competitive advantage in terms of quality and customer service.

Organization changes can always be introduced as a result of some downfalls faced by an organization while others are seemingly brought about as a result of initiatives exploited by the leaders as a reason to fill some gap, which management may have identified. Organization change always face some resistant especially from employees and brings the ideas of the promoters to a fall. The resistance may be faced due to lack of consultations from the entire partisan, the way the implementation is carried out or sometimes if it is viewed by employees that it is likely to affect them in away.

Amongst the areas that may affect organizations variance to change may include;Technological changesTechnological changes are often adopted by organization management with a perspective of longer strategy. When introduced into an organization, a technological change, in most cases, affect the overall organization. While introducing technological change, an organization must first critically analyze whom the change is likely to affect either directly or indirectly (Bloodgood & Morrow, 2003). In order to successfully implement organizational change, it is advisable to incorporate technology into an organization’s overall system.

Besides, user training should be done prior while the older system is retained as complementary to allow a smoother transition.The economical state Economic status of a country can suppress an organization both negatively or positively. A stronger economy may force an organization to expand its economy of scale. Such kind of expansion may subject the organization to consider recruiting more employees or introducing new facilities to enable it keep in terms with its current production. These changes may be seen as an advantage to employees while a weaker economy exposes the company to problems such as settling of employees’ salaries and benefits.

An organization should take maximum consideration to enable it maintain its relationship with customers and employees.Customers’ satisfaction Customers form the most vital element in an organization. However, customers’ tastes and preferences change quite often to adopt new demands for goods and services. This change forces the organizations to develop new strategies to satisfy their current needs. Organization growth Organizational growth is essential to an organization since it opens up new opportunities and strategies for employees to enable them acquire new skills and ideas.

An organization is required to take the necessary considerations to adopt these skills as a way of maximizing its growth and development (Bloodgood & Morrow, 2003).Potential barriers during the change process Most employees will defy change due to unidentified organization goals. Any change introduced by an organization must have clear benefits to be achieved after its implementation. Inadequate funds can also derail an organization from introducing changes that would definitely raise its competitive advantage.

Inadequate fund can be brought by competitiveness in the market and low demand of the produce. Lack of proper communication can always make an implementation of change to face a resistant. During the change process, all the stake holders and of an organization must have sufficient information on what is exactly needed for the change to be effective. References:Rashford, N. (2006). Organizational Change and Strategy: An Interlevel Dynamics Approach. New York: Routledge.Bloodgood, J. & Morrow, J. (2003). Strategic Organizational Change: Exploring the Roles of Environmental Structure, Internal Conscious Awareness and Knowledge.

Journal of Management Studies, 40, 7, 1762-1782.