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Organizational change is a complex process, with deep implications company-wide. As such, in order to best implement organizational change, one needs to primarily understand the organizations, as entities. The best theory for the organization proposes an open-system approach, in which the organization continuously interacts with the external environment. This is correct, particularly in the present, when globalization has imposed a system where entities world-wide are interconnected and relate to one another in exchange processes.
Branding the organization as an open system brings about several different characteristics, including importation of energy, output, negative entropy or integration and coordination. The comparison that the authors make is interesting and appropriate: the organization does embrace all these elements, just like a living organism. As an additional argument for this approach, an organization is, after all, made up essentially of human resource, which brings added value and allows it to be competitive on the market. As an entity formed of human resource, it should reflect many of their biological characteristics.
The approach fundaments the idea that organizational change is thus a systemic process, meaning that organizational change will not target a limited, niche...
It will be a radical process, one where change will target a significant dimension, which will trigger change on a large scale. The author's bring into discussion Capra's three criteria for understanding life (pattern, structure, process), all of which are applicable to an organization.
Taking all these into consideration, one can assume two types of organizational change: revolutionary and evolutionary. If revolutionary change exists in many other areas (economic, political, biological etc.), in the case of organizations, it is equivalent to a consistent and fundamental strategic reorientation, by which the organization proposes different objectives, a different approach to reaching those particular objectives or something on this line.
Evolutionary changes are rather assimilated to a long and complex transformation process. The authors mentioned that as much as 95% of all organizational change processes are a result of evolutionary change. It seems natural that this is so, for several arguments. First, an open system adapts to changes in the external environment of which it is a part of. This is usually a long evolution, just as much in the case of an organization as in the case of a human being. Some theories refer to continuous rather than…
In such situations, it still is pertinent to create some kind of agreement with regard to the current scope of work in relation to the consultant. (Gayle, 1993) It could be said that the consultants engaged with firms experiencing change is required to adhere to the following important steps. The consultant is required to define the project goals and scope and inform employees about their anticipations. They are required to
Exploring the complex web of meaning and interpretation attached to concepts like nostalgia would illuminate aspects of resistance in ways that current rationality-based theories do not. Greater attention to affect, identity, symbolism, aesthetics, and related subjects would provide a useful balance to change and innovation research. It is important to acknowledge the many sides of human beings and consider how they may figure in starting, sustaining, and resisting change. We
Organizational Change Plan -- Part III: As explained in the previous articles, the setting up of an Electronic Medical Record in a healthcare facility is a positive measure to improve the efficiency of the facility and cope up with the constantly changing technological world. The implementation of the system in a health facility is also beneficial in enhancing the quality of services, productivity, and the overall output. One of the most
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
The change that outsourcing and SAs bring into organizations is, or should be, planned. It is the result of specific efforts by a change agent (individuals and groups who take responsibility for changing the existing behavior patterns), in this case managers. Planned change processes are a direct response to someone's perception of a discrepancy between the desired and actual state of affairs (performance gap). Performance gaps are at the same
Organization Change - Leveraging Power & Influence in Change Management Leveraging Power & Influence in Change Management Change is the only inevitable factor within any organization in the contemporary society. The changes that take place in line with the Human Resources as well as the technology are so rapid that to stay relevant, each organization must of necessity keep up-to-date with the changes that are relevant to the organization. However, to have