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Cracking the Code of Change - Essay Example

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Cracking the Code of Change We are living in the time of radical change and turbulence. The labor market, consumers, financial pressure, globalization, new market trends, etc are few reasons for change in the organizations. According to Beer and Nohria (2000), the societal conditions in the modern days are exceptional in terms of change…
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Download file to see previous pages In most of the cases we see that change management is considered necessary and good (Ogbonna, and Wilkinson, 2003, p. 1151). The contemporary ideas for change reflect that the managers must be capable enough to plan out organizational changes and also be responsive enough to the changing environment. Organizational changes require large efforts and time of the managers as well as other employees. According to a British Survey, about 94 percent of the organizations experienced planned change in 1997 (Study, and Grey, 2003, p. 2). This study aims at discussing the change management theories and every other dimensions of change in the organizations. It would begin with a basic overview on change and the traditional approaches on change management in organization. Then the essay would lead the readers to the different theories presented by different authors on change and its strategic impact on the organization. The essay would also include the impact of change on the competitive advantage of the company by citing examples from the article “Cracking the Code of Change". ...
Other authors have different perspectives. They believe that organizational change includes behavioral patterns of blocking higher performances of the organization and analyzing the consequences to understand the underlying values and assumptions. The secondary reason could be the culture, which should also be considered. There are numerous approaches to change or change management and many ways to categorize them. The two major ones are the Planned and Emergent approach. Since 1950s to 1980, the theories of organizational change were dominated by the planned approach. This was developed by Kurt Lewin and further revised by the Organization Development movement (Simms, 2005, p. 121). The planned approach focused on improving the effectiveness and the operation of the human resource of the organization. This could be done with the help of team based programmes for change management (Collins, 1998, p. 60-62). However, in 1980s the world received the oil shocks and this led to the severe economic downturn in the western countries. In this scenario, it was absolutely clear that organization had to transform them to face the situations. In this situation the Planned changed started receiving criticism and questions were raised with regards to its effectiveness and efficacy. Against the backdrop of the economic downturns in the west, the Emergent approach began taking the position of the traditional change approach. This approach was based on the new economic situation of the market and organization found the touch of reality in this approach. The emergent approach viewed change as a process where individuals are the parts of the organization who deal separately with individual goals, one at ...Download file to see next pagesRead More
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