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Consequently, companies need to anticipate change, notify the concerned people, enforce the change gradually and proceed to reconfigure the firm. This ensures that the change process is successful, which determines the productivity of the company.
Organisational change refers to the transformation of a company’s structure, position and quality, which is achieved by bringing in the most recent dealings and ideas aimed at improving global adjustment and performance of the firm. There are two kinds of organisational changes that can be introduced in a company. The first one is first order change, which is also referred to as evolutionary or incremental change. The second one is second order change, which is also referred to as revolutionary or strategic change. Evolutionary change is usually implemented at a small scale, therefore, aiming at changing few sections of the company such as, reshuffling departments. On the other hand, revolutionary change is usually radical and involves changing the entire framework of the company, for example, the organisational structure. Organisational change can either be planned or emergent. An organisation can plan organisational change by highlighting the required changes and projecting the time required to implement them. This is done when an organisation wants to change its status from a disreputable organisation to a reputable one. Then again, an organisational change can be developed circumstantially when it wants to adjust to unexpected changes such as new competition in its business environment.
Organisational change can be attributed to various reasons such as, emergence of new technologies, market competition, different kinds of economic crisis and organisational growth among others. Resistance to change is normally seen in an organisation, as employees try to maintain the status quo. Resistance to change is a time consuming and expensive process that hinders productivity in an organisation. It may have
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The conclusion is that there is no set of personal qualities, which present in all effective leaders are often cited as evidence that the effectiveness of leadership is situational in nature. However, the Stogdill said that his view is not enough emphasizes the personal nature of leadership. He argues that there are substantial evidence for the fact that different situations require different ability and quality.
For every individual, change is always scary. Most of them time, people are afraid if change because they don’t have believe in unseen or anything new. In most of the cases, people feel incompatible with change and always try to shun it. On other hand, in today’s era, many people think that change will cause insecurity for instance if an organization attempts to implement change by adopting new technologies, then employees would be afraid of this change as new technology and software has chances to replace employees.
The reality is that we do not have control over the majority of things in our lives. Organizational change may involve a change in work personnel, a change in work hours, or an adjustment of pay. All these things are in the hands of someone else—someone who has power over us and can instruct us what to do.
This food chain offers people a familiar environment as it has its own clown and similar interiors worldwide (Debres, 2005). McDonald's also makes efforts to build relationships with its franchises and suppliers. The company treats them like their partners and helps improve their operations by timely capital and managerial aid.
The paper addresses the research question “How can we balance the organizational need to foster ambivalent attitudes toward change and the individual need to minimize the potentially debilitating effects of ambivalence?”
For more effective implementation, managers may incorporate training programmes for their subordinates.
Communication plays a vital role in the running of any organization whereby change implementation is
rom their experience, the four dimensions of his study are ‘power and distance’ it denotes the extent of deviation in inequality in power among members of an organizational society, ‘uncertainty avoidance’ it is the degree to which the members of an organizational
This article will make an attempt to demonstrate that there exists a positive correlation between strategic flexibility and environmental dynamism and innovative performance of a business . In organisational
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