Planning Strategic Organizational Change To start with, change takes place within organizations on a consistent basis. This is because change must take place at the best of times. It eases up processes and is presented as a quick-fix solution to the issues that the organizations of today are faced up with…
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This is because the organization banks on the positive developments and growth changes happening on a constant basis. The change is also a response to the organization’s hard line towards its activities which have not been able to turn a new leaf towards its own development over a period of time (Ginzberg, 1957). What one must understand is the basis of growing for the sake of the organizational processes and the attached undertakings that are tied up. This will mean that the change is constructive and has a positive bearing on just about everyone present in the company as well as the processes and activities that are a vital part of the same. This paper discusses the basis of change being an important element within any organization in this day and age, and how it has been able to manifest growth, development and productivity for a long period of time now as has been proven with due research and evidence of study. Moving ahead with the discussion at hand, this change can both be external as well as internal, having either positive and negative ramifications in the long run. This is true in the case of change being a vital agent within the organization’s processes where its implementation is direly required and can have serious consequences in the long term scheme of things. The external change is not that controllable, however it is the internal change that demands a great deal of caution and care. This is because the internal change can have more drastic results than the external change can ever envisage. This is in line with the understanding that the organization must understand the basis of its success through this change which is intrinsic and which shall have a positive bearing on the people as well as the organizational processes, tasks and activities. The strategic organizational change is always internal because it involves processes which have serious and direct effect on the organization’s processes and long term future plans and initiatives (Sugrue, 1999). This is required as it will enable the top management to decide where it wants to reach and what it wants to achieve within the shortest possible time. What is required here is a collective approach to set things right from the control perspective, which has by now come about with due hard work and dedication on the part of the people who have made the change possible. From a strategic organizational change perspective, it is always significant to note that the best possible results could be achieved when there are sequential steps to take care of the organizational hierarchies and when all of these look after the basis of growth and development for the sake of the company that one is talking about here (Brown, 1996). The change regimes are assisted duly by the role of the top management which gives the final approval for this change to come about in entirety. What one must comprehend here is the fact that change should be permanent and not eyewash alone. It should manifest itself in such a manner that there is a win-win situation for everyone within the organization. If this does not happen, then this change has not come about and it would be better to implement it in a better way yet again. The strategic efforts within the change regimes are significant because outline the need to remain head-on with the incorporations that have been done over a period of time and which shall be the essence of achieving success in
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