Organisational Capacity for Change & Organisational Development - Dubai Government - Research Paper Example

The paper "Organisational Capacity for Change & Organisational Development - Dubai Government" is a perfect example of a management research paper. Complex modern-day challenges and opportunities have changed the business landscape across the board, stimulating a great need for development and change in how business is done and managed (Jones, 2010). Today, this applies to government organizations, whereby the consequences of changing environments are forcing the public sector to revisit and reconsider traditional problem-solving approaches and explore alternative models and modern solutions. Nowadays, government organizations are implementing different practices and techniques to address the general public’s demand for efficient service delivery and to satisfy stakeholders.

Change is increasingly becoming a common phenomenon in most organizations around the world (Jones, 2010). Government departments are affected and have to put in place measures that will ensure that any positive change is successfully embraced. The economic situation in most countries is forcing government departments to embrace change in order to survive (Gravenhorst, 2003). Organizational capacity for change has thus become an important issue among most of the government departments and other organizations (Ahrens 2012). Furthermore, many countries are under transitional economies which require a lot of change (Gravenhorst, 2003).To meet this demand and to face challenges, rapid change must be considered as a competitive advantage (Kotter, 2012).

Transitional economies have forced organizations to undergo changes in order to survive (Brunes & Jackson, 2011). It is important to note that the capacity for change within an organization determines how fast the organization will respond to change (Brunes & Jackson, 2011).  Success rates of organizational change efforts, however, have been found to be very low (Brunes & Jackson, 2011). In fact, there is substantial evidence that some 70% of all change initiatives actually fail (Brunes & Jackson, 2011). This means that the organization has to put in place measures that will ensure that it has the ability to respond to any changes at any time without interfering with the normal operations (Narayanaswamy, 2009).