Q.1 Change Agents, Internal External, Upheaval Organization's

Q.1 Change agents, internal external, upheaval organization's employees. Compare contrast advantages internal vs. external interventionists. Q.2 When organizational reengineering organizational transformation approaches change management? Give instances, elaborate. Change agents, whether internal or external, will always cause an upheaval among an organization's employees. Compare and contrast the advantages of internal vs. external interventionists. Internal proponents of change have the advantage of knowing the organization's standard operating procedures. They can tailor their recommendations in light of their knowledge of the organization's personality, core beliefs, and central mission.

However, this insider knowledge can also mean that these analysts fail to think 'outside the box' when making suggestions. They may also have additional 'baggage' regarding how they are perceived by other members of the organization, based upon past personal disputes. Change resistance is inevitable, and the last thing an organization needs is for change to be stymied by personal conflicts and resentment. There may also be antagonism based on the fact that a certain organizational member was given special status or leadership authority to instate change.

External change agents, in contrast, can offer a fresh perspective upon the organization. They do not have a longstanding personal history that can encumber their view of standard operating procedures. They can make suggestions about change so that change is truly undertaken 'from the ground up.' They do not have a history of negative past personal associations that can cause resentment in the hearts of affected employees.

However, employees may resist the fact that an outsider is coming in and telling them what to do and how their organization should be run. External change agents may be more apt to overlook critical aspects of the organizational culture that will have an influence upon the proposed change. A final consideration is how change agents are given authority to manage change. An internal change agent who is a 'grass roots' organizer may lack the formal authority to ensure that the change 'sticks' when faced with the inevitable backlash.

However, an internal agent who is supported by management is likely to remain a presence in the organization, and can monitor and reinforce successes that are the result of the change. An external agent who is brought in during a time of crisis may have a more receptive audience because of the situation, but may not stay around long enough to reinforce change. Q2. When might organizational reengineering or organizational transformation be appropriate as approaches to change management? Give at least two instances, and please elaborate.

Business Process Reengineering (BPR) requires a complete overhaul from the ground up of organizational processes. The opposite of BPR is Continuous Process Improvement, "which emphasizes small and measurable refinements to an organization's current processes and systems" (Overview, 2010, Prosci). BPR aims to cut costs, including downsizing labor costs, but it is not synonymous with employment reduction. BPR aims to create more efficient ways of operating, improve technology, and reduce waste, often by instituting more rigorous cost and performance-related benchmarks.

The critical areas subject to review are strategy, processes, technology, organization and culture (Overview, 2010, Prosci). When a major overhaul of the technology used within a particular industry occurs, business reengineering may be vitally necessary. For example, the business model of rental movie industry has had to undergo substantial reengineering, given the greater availability of online media and premium cable. The industry must find new ways to disseminate its product in a manner that consumers find worthwhile but can still generate a profit for the organization.

New technology also allows for greater competition within the industry from free websites such as YouTube and even streamed films via Facebook (Bond 2010). Companies that have not shifted their model of disseminating the product to customers in light of new technology have floundered, like Blockbuster. The.