Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Organizational Change Management
Undergoing changes within an organization is a critical, and thus very challenging, task that managers need to face and overcome to achieve the overarching goal of this necessary change. But before this goal could be achieved, managers are confronted with the reality that they have to create a balance between managing operations (daily tasks and processes in the organization) and human resources. Ultimately, in every organization, managers need to deal with human resource first in order to effectively implement changes in operations that management deems efficient for the organization.
This delicate balancing of human resource and operations management are reflected in the images of managing change, particularly the change manager as 'director' and 'navigator' (27). The relevance of these images are best mirrored in the Hewlett-Packard case study, wherein the case presented two types of management 'styles' as personified by Carly Fiorina and Mark Hurd, who assumed CEO positions in HP, consequently. Fiorina was depicted as projecting an image of the change navigator, as a response to the ongoing and eventual merger between HP and Compaq, giving focus on human resource management first to ensure that the merger will push through and be sustained over time without being detrimental to the company. As described, the image of the change manager as navigator is reflected of Fiorina because she focused on the people, because the success of the merger and the operations after the merger is dependent on whether or not personnel have "a history of distrust, hoarding of information, and boundary protection by functional units" (27). Hurd, meanwhile, is the change manager as director, since like Fiorina, he just responded to what he perceived was the company's direction after the merger, wherein he focused more on operations and implementing work efficiency to make the company profitable, than centering his attention to human resource. His success in using this strategy is reflected in the company's highest growth in seven (7) years; however, it is worth noting that Fiorina's and Hurd's efforts as CEOs to HP is complementary rather than contradictory to each other. Each CEO contributed to the company in his or her own way. Fiorina's strength was to make change acceptable through HR management, while Hurd considered change as a move towards efficiency rather than improving management-employee relations.
Organizational Change "Change implementation within an organization can…be conceptualized as an exercise in social influence, defined as the alteration or an attitude or behavior by one actor in response to another actor's actions… [and] one important dimension along which they vary is the extent to which they break with existing institutions in a field of activity…" (Battilana, et al., 2012). When companies need to make major changes -- do to the emerging
Change Management Organizational Change Organizational change aims at ensuring that the implementation of changes in an organization is smooth and successful. Moreover, it ensures that the benefits of these changes are achievable (Burke 2010). The introduction of social media and technology has recently had much effect on business in the recent past. Accessing information by the organization is easier nowadays thus; the need for introducing changes to business to cope with the
Organizational Change Plan Part II Change Methods The modern world demands for organizational change. Hospitals in particular need change to handle the growing problem of elopement or, intended leaving of a medical facility after person is aware of not having permission to do so. Organizational change to solve such a problem can come from several areas. Some of which may involve new leadership or new ways to assess any changes throughout the
Organizational Change The company that is today FedEx Office was once Kinko's. Kinko's was a successful chain of office services stores. Prior to the takeover by FedEx, Kinko's was known for a casual corporate culture and decentralized organizational structure. By the late 1990s, Kinko's consisted of 128 different joint ventures, small companies and partnerships, but had not franchised its operations. A restructuring during that period streamlined the structure, resulting in a
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
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