Diagnosing The Change : Managing Organizational Change Essay

The Burke-Litwin Model seeks to explain the processes and influences by which organizational change occurs. The organizational change process is driven by twelve different factors. The factors are integrated, such that a change in one factor will have an effect on all of the other factors. The team at CGIAR took this approach to their change program, focusing on a few factors that they believed were the key drivers of change. The twelve different factors are the external environment as the key input, mission & strategy, leadership, organizational culture, structure, management practices, work unit climate, systems, task and individual skill, motivation, individual needs and performance, and individual and organizational performance as the key output. Their efforts were focused specifically on changing the organizational culture, which they felt would result in changes to many other aspects of the organization.

In this paper I evaluate my organization, XXX Corporation (also known as XXX YYYY), on multiple dimensions based on information obtained from three personal interviews with Information Technology, Engineering and Manufacturing as well as my personal experience and information obtained from the public website (http://www.XXXcorp.com). I begin with a summary, and then move into an analysis of our need for change. I provide specific recommendations, which if implemented, will enhance the performance of my organization.

The factors of organizational change are those who, for various reasons, an organization can identify the need for change, these are: technological, structural, personnel and cultural factor. In today's world of organizations, characterized by globalization, the power of customers and the avalanche of information, these have to be in a permanent process of change for continuous improvement. Are structural, technological and cultural factors staff of those organizations has to act on them and thus achieve adaptation and / or probation they need.

When discussing adapting to change management the organization must consider implementation of core competencies that are new and innovative. These challenges faced by the organizations require agility and a shift in strategic congruence that strengthens market adaptation. As business strategies transition, capabilities within functional departments must evolve as operational strategies are implemented.

Organic structures are flexible and decentralized and communication lines are more fluid and flexible (David et al., 2013). Employee job descriptions are broader and employees are asked to perform duties based on the specific needs of the organization. Organic structures tend to be related to higher levels of job satisfaction on the part of employees. These structures are conducive to entrepreneurial behavior, continuous improvement and innovativeness.

The Burke-Litwin modification model strives to usher in modification within the performance of a team or a corporation by establishing links between performance and also the internal and external factors that have an effect on performance. This modification this alteration this modification this variation this transformation} model relies on assessing the structure furthermore as environmental factors which may be tweaked therefore on guarantee an eminent change. The Burke-Litwin modification model begins with outlining a framework, comprising the moving factors which may be manipulated to ensure a power tool transition from one section of the modification method to a different. The foremost essential facet here is establishing the links between the twelve dimensions of this transformation framework. (Ginny Edwards, Sidharth Thakur, 6/7/2013).

“The Burke-Litwin Causal Model of Organization Performance and Change” (Burke, 2017, p. 222) offers a complex, yet relevant framework to consider necessary changes in the Department of Social Services. While the model built on early research from Litwin and others, it evolved further in practice with the transformation of the company, British Airways (Burke, 2017). The model incorporates twelve factors that are found across the various levels of organizations including system, group, and individual. The model also focuses on the connections between each of the variables such as those among the external environment, leadership, and organizational culture. The model also distinguishes between elements that are more transformational in nature and those that are transactional.

In reviewing organizational change this is occurring with organizations that involve upper management. What 's more, the Chief Executive Office is responsible for making sure that the organization is ready for a period of change. Therefore, to go through a process or period of change from one thing to another. In an organizational change is a challenging job. As a result, this is very important for management to make sure that the workers will be able to change and to fit new conditions to these changes to maintain a competitive company. Also, Kotter 's eight-Step approach will help in identifying the nature of change and development of growth, such as the McDonald 's Corporation (Lacity, M., & Weiss, I.1989,

I currently work for command Zulu, which is a detachment from the headquarters located in Virginia. Zulu employs two officers and four enlisted personnel whose primary job is conducting inspections on all East Coast Trident submarines. The two officers fill the roles of Officer in Charge and Assistant Officer in Charge. The four enlisted personnel are specialists in the areas of security, safety, technical operations, and administrative programs. An organizational change occurred a couple of years ago that shifted our chain of command to a higher headquarters. Command Zulu’s organizational culture significantly changed after the reorganization left the trust and customer relationships

Change management in the working environment is steady for all Managers and leaders alike. To keep on applying to a business, managers and supervisors should as often as possible reclassify their technique for working, item/benefit offerings and the impact this may have on your team, or shareholders. (Holmes, 2013) "for instance when we lead change (vast or minute) see to it that these four fundamentals are on your agenda of things to do; make a feeling of earnestness, make a reasonable tomorrow, get people consideration and get people included at the right level, have clear actions and desires."

Despite some variations in change approach labels among academic research, it seems generally accepted that forces for change are the catalyst for change itself. Gibson, et al. (2009) classified forces for change into two groups; environmental and internal, and further described environmental forces as those generally beyond management’s control and internal forces generally within management’s control. These forces for change trigger an intervention or change process that can take any of three approaches: structural, behavioral, or technological (Gibson, et al. 2009). Similarly, Spector (2007) discussed change approaches as those of organizational turnarounds, behavioral and

working up from an audit clerk to the Head of Audit and Head of Credit

Change can be caused by a number of different elements. There is five common sources of change; technology, regulatory, process, growth, and competitive (CSU - Global, n.d.). Technology causes change because as new technologies emerge; it impacts how people conduct business, communicate, and process (CSU – Global, n.d.). Regulatory is a change that is needed due to government regulations at any level, which include federal, state, or local regulatory changes ( CSU – Global, n.d.). Process is a change that happens when an organization needs to improve or implement a new policy or procedure (CSU – Global, n.d.). This source of change can go along with growth, which is a change that happens in order to accommodate and strengthen the growth of an organization, whether it is within market share, profitability, acquisition, or merging with another organization (CSU – Global, n.d.). The last is competitive, which is a source of change that comes from the competition of another organization that is in the market (CSU – Global, n.d.).

Organisational change and the implementation of the change is a relevant issue when analysing the Nora case. Organisation change is the ability of an organisation to change over time and is reliant on the ability of the organisation to change the individual behaviour of individual employees (Robertson, Roberts and Porras, 1993). Organisational change is a common occurrence in modern organisations and the change can come from new employees to new strategies. It is relevant in the case where organisational change is occurring however a lack of communication about the change has cause issues among the organisation and its clients. The iceberg model created by George Clampitt (2005) will be used in the analysis of the case and therefore recommendations can be made based on the conclusions.

It has been observed that people usually came across different types of changes in their life. These changes may occur in the occupational or personal life. But, almost ninety five percent of people feel resistance to these changes. In addition to this, people always want to follow their daily routine and feel satisfied by practicing their routine habits. Many researchers are still working to find out the actual reason for this resistance and some has find out that there are a number of internal and external factors due to which individuals feel resistance to change (Kotter, 1996). Perceptions, attitude, fear of change in status, behavior, beliefs and misconception about an idea are some of the internal factors. On the other hand, the external factors are absence of role model, environmental resistance, lack of resources etc. The description of these factors is as follows: