GlaxoSmithKline
CHANGE MANAGEMENT
GlaxoSmithKline
The change situation that has been chosen is the cultural change and post merger integration of the R&D department of the company in 2000.
During the process, an organization is experiencing a change, how the organization finds, decides and forms its figures are the most important aspects for its future. The ability to change means a tacit process, prepositional concept that lies in the bottom line, because explicit skills are after all merely snapshots of what an organization currently has. Needless to say, this ability has relation to an organization's sustainability. The importance of change and change management in today's turbulent business environment has escalated.
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The trends in personal disposable income has seen steady rise of 14% in the period of 2002-2005. This growth has been assisted by low unemployment, low inflation and falling interest rates for much of the period. * The UK business cycle shows that the current cycle started in the early 1999; peaked in 2001 and then saw its lowest point in 2003. It can also be inferred from the cycle diagram provided below that long term government economic policies and stable inflation rates have made these cycles less pronounced then before. This is good news for all the businesses in UK as these cycles have less impact on them now then before.
Social: * National Health Service (NHS) has projected that healthcare spending growth will remain fairly constant till 2014, growing at the rate of 7% every year. This table growth in the healthcare spending can be seen has an opportunity for ethical drug manufacturers like GSK. * The number of people aged 65 and older has more than tripled since 1950s to reach 420 million worldwide. The UK Census and National institute on Aging have predicted that by 2030, one in every 5 UK citizens will be aged 65 or above. This prediction is based on the analysis showing that the fastest growth between 2002 and 2005 is among those aged 55-64, representing the Baby Boom generation.
Technological:
* Soaring energy costs are driving the price of packaging materials.
Businesses are facing a dichotomy between wanting to chalk out an all-time structure and strategy for their organization, and recognizing that their world is in a constant state of flux [3]. For most of the 20th century they were largely focused on the static elements of this dichotomy. However, in the last decade changes have become more frequent and more dramatic, so much so that a whole branch of management is now devoted to the subject of change itself.
In the year 2050 there will be an estimated 83.7 million people who are over the age of 65, according to the U.S Census Bureau
The proportion of Britons age 65 and over consists of of 1. 17.4% the UK population. Projections are for 5½ million more elderly people in 20 years time. 2. Each individual ages differently both mentally and physically.
‘10 million people in the UK are over 65 years old. The latest projections are for 5½ million more elderly people in 20 years’ time
The UK is considered to have an ageing population (2013- 10 million over 65 in UK); some
There are many reasons that change can or must occur within and organization. The key will be in understanding the organization and the prospective change. According to Mangundjaya (2015) "there are many variables that can influence the success of organizational change, such as the content of the change, the process of the change, individual characteristics, leadership, external environment and organizational context" (p. 67). Organizational change has the potential to successfully align an organization with its goals or completely derail any future success and progress. It is important that the organization takes the proper steps to prepare for, implement, and evaluate change.
Organizational readiness for change is subject to theoretical development and can be extensive. Strategies for creating change come in a various types and promising approaches to deliver forms of change that affect decision making, work flow, staffing, communication and collective behaviors (Metcalf and Benn, 2013). According to Metcalf and Benn (2013) when readiness for change is high, employees show persistence, give more effort and are cooperative the end result is more effective. Environmental changes can be a threat when organization cannot learn to adapt or have the knowledge to stay impartial with operations. Strategies need to be constant with change and adapting to continuous changes
Worldwide demographic change has resulted in an amplified elderly population. The United Nations predict a two fold increase to 22% by 2050 in the proportion of people aged 60 years and over. [1] Similarly it is estimated by 2034 a quarter of the UK population will be 65 years and over. [2] This
Leading and managing change require a solid theoretical foundation. This assignment will research the theoretical elements of change and change management. Addressed will be the following: Organic Evolution of Change, Formulating Strategic Development Approaches, Leadership and Management Skills and Gathering and Analyze Data. As societies continue to evolve and changing demand creates the need for new products and services, businesses often are forced to make changes to stay competitive. The businesses that continue to survive and even thrive are usually the ones that most readily adapt to change. A variety of factors can cause a business to reevaluate its methods of operation. According to literature from the past two
Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.
The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.
1.1 Change management is described by Armstrong (1) as “the process of achieving the smooth implementation of change by planning and introducing it systematically taking into account the likelihood of it being resisted”. Change, the fundamental constant in any successful organisation, can be adaptive, reconstructive, revolutionary or evolutionary and can happen for a number of diverse reasons:
Organizational change is usually triggered by relevant environment shift, either internal or external, that sensed by companies and leads to intentionally generated response (French, Bell & Zawacki, 2006). This paper will discuss several organization development models..
For any business in the rapidly evolving world of business, planning and implementing successful organizational change is indispensable. Essentially, organizational change refers to a process whereby an organization strives to optimize performance in order to achieve its ideal state characterized by high performance and profitability (Côté & Mayhew, 2014). Any business would be more likely to lose its competitive edge, as well as fail to meet the demands of its loyal consumers if it doesn’t plan and implement change. Weiss (2012) emphasizes that all organizations ought to embrace change, and it’s imperative to note that successful organizational change doesn’t involve simple process of adjustments; instead it requires appropriate change management capabilities.
In addition to the models that explain the change process, the type of change that the organization is going through also plays a role. In their review of literature Gilley, McMillan & Gilley (2009) identified three types of change: transitional, transformational and developmental. Transitional changes are small changes, transformational are radical shifts and developmental are continuous changes. Goodstein and Burke (1991) see two different levels of change as well and call them fundamental, which is similar to the transformational change identified by Gilley et al. and fine-tuning which is similar to the transitional changes identified by Gilley et al. Likewise, Weick and Quinn (1999), basing their work on