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Managing change Nelson and Quick - Term Paper Example

In this paper, the proponent finds out that managing change is a complex process as it substantially involves dealing with the complex human behavior which is substantially motivated by self-interest, the general foundation why resistance to change is imminent in an organization. Management implications in dealing with change are also discussed. Keywords: managing change, organizational development, resistance to change Introduction For some, the thing that remains constant in this world is change. Change does not change because everyday it happens to almost everything. In an organization, change is an integral component for both its success and failure. It is therefore important to manage change in the best possible way in order to benefit an organization. In this paper, the proponent tries to discuss the basic concept in managing change based on the ideas of Nelson and Quick (2011). Included in this paper are important concepts about change and its application in the organization. In great detail, the proponent focuses on the issue of management concept of change. Managing change in an organization Nelson and Quick emphasize that an organization is influenced by both external and internal forces in the environment which have greater impacts on the creation of change in it. They emphasize that the external change is caused by globalization, workforce diversity, technological change, and managing ethical behavior, while internal change is usually the outcome of pressures, crisis, employee

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expectations and work climate in the organization. They also added that there are two types of changes that could be generated by these forces: planned and unplanned change. There is an inclusion of deliberate decision to modify an organization in the former while the latter is usually unforeseen, so there is a need to require greater flexibility and adaptability on the organization’s part (Nelson & Quick, 2011). They also added that change is incremental, strategic, transformational and change agent. In other words, change has varying forms according to their actual purpose or function. However, due to self-interest within each individual, the resistance to change is simply inevitable in an organization as added by Nelson and Quick. They specifically identify some actual reasons for resistance to change such as fear of the unknown, fear of loss, fear of failure, disruptions of interpersonal relationships, personality, politics, and cultural assumptions and values. Nelson and Quick emphasize that reaction to change can be significantly justified by the actual behavior of the person. Therefore, behavioral reactions to change are necessary and important to be understood. Furthermore, in the case of planned change, they also recommend Lewin’s change model which is also based on behavioral assumptions of a person. Its bottom line is to achieve remarkable force that is intended to create a positive impact on the organization with respect to implementation of change. On the other hand, Nelson and Quick also discuss organizational development since this particular area is also an integral component in implementing successful and effective change within an organization. This is a kind of systematic approach in which the main goal is to increase individual and organizational well-being or effectiveness based on the prevailing behavioral science theory. In this approach, it is necessary to implement diagnosis and needs analysis; organization and group-focused techniques such
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Managing Change Abstract It is true that change is inevitable. This is the reason why organizational development should substantially deal with this specific issue within an organization. In this paper, the proponent tries to explain the ideas of Nelson and Quick (2011) about managing change…
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