Continuous change and diversity

¶ … change is something that should be manifested into strategies to handle those that crave constant change and those that change consistent stability. By letting those that crave stability understand the only constant is change, it can rewire their feelings on change. Those already accepting of change, seeing that the continuous change model would be in effect, would see this as a positive towards continual growth. An excellent example of introducing change into a company is Toyota's lean manufacturing. Lean manufacturing helped Toyota achieve the success it has today.

It not only led to awards and profits, but also to widespread recognition and adoption of their management concepts. Companies looking to build on lean manufacturing collected information through researchers and consultants in order to come to the conclusion that change was needed to improve their productivity and revenues. In fact, researchers and consultants should be a part of a continuous change model as they are the ones that clue organizations and companies in on what new information is available on which desired topic.

"In this context, researchers and consultants often play an important role. They identify and shepherd these ideas, packaging them as concepts that they then label. This allows these ideas to be introduced into an organization and implemented" (Steiber, 2014, p. 5-6). A model of continuous change means including information that is up-to-date on topics that interest people and work towards the success of the organization.

By providing continuous information and potential new methods and strategies while also creating mindset that the stability craved by some comes from accepting these challenges, this is where the two extremes can find common ground and form a cohesive understanding of what is needed. People need stimulation and consistency in order to thrive. Having a continuous change model and using that model to handle new changes enables people to have both. Social culture and diversity is an important part of organizational behavior.

This is because on average, a typical organization will have a number of people who have personal and cultural differences, especially when looking at companies and organizations that run on an international scale. By acknowledging these differences it enables positive influence of organizational behavior that has the chance of enhancing performance within the company at the same time improving the image of the organization. Critiquing organizational behavior must include how the public views it and how the people working in the organization view it.

If there is intolerance for cultural or social differences or there is lack of diversity, this can create a negative public profile of the organization and promote stagnancy within the organization. Multinational corporations often struggle with the diversity aspect and often employ strategies to help address the problem organizational behavior. "The best option for multinationals may be training and development programs aimed at building international leadership skills throughout the corporation. Companies also need to identify aspiring international managers early, using valid and reliable methods" (Mcfarlin & Sweeney, 2012, p. 205).

By making awareness.