Organizational Change Paper

CUMMINGS, T. G. AND WORLEY, C. G. (2001). Essentials of Organization development and change. Cincinnati: South-Western College Publishing.

Organizational change is a necessary outcome when considering various scenarios contributing to the resulting vision. Perplexing as it may seem, change initiatives don’t always result in positive outcomes. In fact, many never succeed. As a change agent, one should always have formulated a vision of what change will “look” like for the organization. One would be hard pressed to paint a landscape without having a vision of what the landscape should resemble. Yet, resistance to change usually becomes a significant factor contributing to an initiative’s failure. It is likely an

ACAU organization changes are listed as Table 1. Employees’ department are also updated in HCP, please refer Table 2 for department changing staff.

Organizational change is often used to improve all or part of an organization, such as a process. Organizational change may occur as the organization changes its strategy for success or when there were decisions made to change the entire environment that the organization is currently functioning under (Cawsey, Deszca, & Ingols, 2011). Change can also occur as the organization evolves while moving through life cycles. In order for organizations to grow and develop, there must be change at various stages of this process.

Organizational change encompasses many challenges to both the individual, and the organization. An organization is a living system, as Flower (2002) states “living systems cannot survive without change, challenge, variety, and surprise” (Flower, 2002, p. 16). An organization requires the ability to adapt in to survive as Darwin states in The Origin of Man, “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” (Read Me First, 2013, p. 1). It must adapt to the changing market, global economic pressures, stakeholder demands, and the diverse needs

The purpose of this paper is to identify findings in published peer reviewed articles that provide research-based guidance in the area of leading organizational change. The content of this paper is focused primarily on the reasons and conditions for organizational change and the implementation of organizational change programs and plans. Limitations of research materials are discussed. Most studies provide an examination of a number of variables influencing organizational change, but are not specifically linked to researched based findings to guidance for organizational change leaders and mangers.

It is common knowledge by now that change is inevitable. It is everywhere around us. Change can be fun, for example when a new version of the iPhone comes out. However, when change affects what we do everyday, there usually is a lot of skepticism and resistance to change involved. Apple employees were sure to feel enormous pressure as the sales of iPhones skyrocketed. To implement change on an organizational scale it is always a good idea to have a framework for building upon. Using change models can guide leaders through organizational changes and help pave their way to the future. This article discusses and

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.

Organizational change is a widely encompassing process which necessitates application of competencies to effectively manage. There are internal and external factors that impinge on the performance of organizations which provide the impetus for efforts to change. Organizational change is defined by Chen, et al. (n.d.) as “a process in which an organization optimizes performance as it works toward becoming its ideal state” (p. 2). In its simplest form, the meaning of organizational change was described as “a process in which a large company or organization changes its working methods or aims, for example in order to develop and deal with new situations or markets” (Cambridge University Press, 2015, p. 1). From the definitions, it could be deduced

By any objective measure, the amount of important, frequently distressing, change in organizations has grown enormously over the last two decades (Kotter, 1996). Jeffrey M. Hiatt, CEO of Prosci Inc., (as cited by Gibson, Ivancevich, Donnelly & Konopaske, 2009, p. 481) explained, “thirty years ago, a fortune 100 probably had one or two enterprise wide change initiatives going on; today that number is probably between 20 and 25.” The speed of global, economic, and technological development makes change an inevitable element of organizational life. Change is a pervasive, persistent, and permanent condition for all organizations (Gibson, et al., 2009).

Organizational change is significant to an organization as it can change the success of an organization, remove specific job practices or functions, alter policies and procedures, and change the way an organization operates (managementhelp.org). Organizational change efforts should improve the performance of an organization as well as the people in the organization (Campbell, 2014).

Organizational development is crucial to building a strong organization. Change in organizational mission, change in the economy, and change of inner structural changes can organizational mission, change in the economy, and change of inner structural changes can necessitate organizational development. When these changes occur, businesses seek outside organizational assistance. According to Jex and Britt (2008), organizational development is the implementation of programs, techniques, and methods that work together to enhance individual performance and organizational improvements. This paper will highlight

A need for growth in any organization to stay a viable entity must occur. Organizational change is inevitable. Just like anything in life, markets and cultures change which require constant attention and preparation. In order to be successful in any market, an organization has to be able transform itself to the needs for the market. CrysTel is no stranger to change. CrysTel is a telecommunication company with over 2500 employees and a gross income of approximately $200 million a year. Products included in there list of services include data cables, wireless solutions, and network development. The product profile is data cables, wireless solutions and network development. Because of the nature of

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.