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A lack of any purposeful or directional change had led to a stagnancy in sales and a lethargy amongst the establishment's staff, and though the owner recognized this she did not seem to have an understanding of how to change it. This period happened to coincide with the departure of one of the more senior employees, and the owner used this opportunity to hire an assistant manager with previous HR experience; this individual developed new incentives and deeper levels of organizational involvement for all employees, which proved to be very successful at motivating individuals and creating a more adaptive and customer-oriented business. The assistant manager was very much brought in as a change agent for the organization, and demonstrated how successful such new insight to an organization can be when approached in the proper manner (Schabracq 2007).
This is generally the type of change that can best suit an organization, as the changes that occur when an organization is not consciously led and directed do not tend to lead to a greater level of productivity, revenue generation, or other desired improvements in the performance and functioning of the organization. Instead, managing change through proactive and -- when this has proven efficient -- reactive measures creates greater success.
References
Fisk, P. (2008). Business genius: A more inspired approach to business growth. Upper Saddle River, NJ: Capstone.
Schabracq, M.J. (2007). Changing organizational culture: The change agent's guidebook. New York, NY: John Wiley & Sons.
Organizational Diagnosis of Palm Palm Computing had reinvented the hand held computer market overnight with the line of PalmPilot and similar devices geared to the mobile gadget industry. According to Clancy (1999), "Palm Computing ultimately sold faster than the videocassette recorder, the color TV, the cell phone, even the personal computer that was its great-grandfather. Introduced in April 1996, within 18 months Palm Computing had shipped more than 1 million units
The first is structural resistance. This resistance may lie in the organization's rigidities as demonstrated by their current structure. Closed mind-sets of organizational members offer another form of resistance to change. This is often found in a dedication to obsolete business strategies. Organizational members may simply not see the value in the change to occur, when compared to existing processes and procedures. Dan Sweeney, a vice president at IBM's retail
Chaos theory states that change represents a contemporary corporate model which is best suited to the advanced corporations of the current era. The theory understands the fact that change is unavoidable, but that forecasting its trajectory and time is hard (Taneja, 2013). Mergers, acquisitions, governmental takeovers and liquidations, which are ever more frequently observed, all support chaos theory premises. Akin to chemistry, organizational change may be classified as organic (flowing
Given the fact that the resistance to change is usually a strong one in most companies, intensified efforts are required in order to change corporate culture. Although the company's leader is the main factor that influences this process, change can only be implemented with the support of employees in each company. The network of power is probably the most important factor that leaders must address when trying to implement organizational
Change Proposal Imagine a midlevel manager organization supervises -level managers. Prepare an 800-word report boss propose a needed change department. You permission boss implement change management program. Change proposal: Results-oriented labor Retention levels of our most well-trained and highly-educated employees were down last quarter. This is a troubling development given that a company can only be as good as its employee's efforts. Also, it is a waste of the money and time
Organizational Change in the Public Sector This research proposal explores the feasibility of management in the public Sector as an organizational paradigm and new model in organizational development. The literature review reviews numerous journal articles that explore on the key concepts of change management strategies from a public sector project management perspective. The authors suggest that employee's participation, effective feedback across the board, and empowerment of subordinate staffs is a major