Organizational Theories Of Change Within Human Organizations

Organizational change is a very critical and yet very inevitable process ofan organization’s structure. It can create a lot of pressure from the workers as well as management as a result of fear of the unknown.

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.

Change and evolution are key elements for proper development. Our society wouldn’t be the same today if it didn’t change in different phases of time. As humans, we have an ever-changing perspective and for generations, we have been changing our views and perspectives. Organizations are no different. They also had to go through different sets of changes in order to evolve into what we see them as now. Organizations are a class of socially assembled innovations, and it’s constructed deliberately to act as solutions to specific social or financial problems. There are different forms of organizations. Some forms have been around for centuries, such as the army, Churches or solitary camps (Child, 2012). But the term ‘complex organization’ had only come to light after the Industrial Revolution. That was the time when people started taking complexity theories for granted. These organizations are molded by the environments or perspectives in which they are established. Modern organizations that we see today are reflections of their historical origins, and they are enjoying more and more influences over the society these days. Organizations come in a wide and puzzling variety of forms, as they have been specifically designed to deal with a vast range of problems and also because they have emerged from a diverted range of environmental conditions (Child, 2012). So this essay will talk about the evolution of complex organizations over the years,

Organizational change is an important issue in all organizations. The process in which an organization optimizes its performance working toward its new state of function is pivotal. Resistance is easily found in direct or indirect challenges to authority, lack of action, and even open hostility. (Scheid,

Burnes, B. (2004). Kurt Lewin and the planned approach to change: A re-appraisal. Journal of

Martha S. Feldman a theorist discusses organisational change in her paper. She sees emergent approach as the right way to perceive organisational change. Furthermore according to her the organisational internal dynamics i.e. routines and norms of its employees, managers and other workers is the area that should be targeted for change (Feldman, 2000). She elaborated that every organisation has capacity to change itself for betterment but what is crucial is it should be taken naturally and slowly. She emphasized that organisation should be focusing on micro level internal

Organizational models are assumed to be at the centre of all organizational change work. Systems and complexity models can offer more hopeful possibilities from which organizational leaders can appreciate and address complex organizational dilemmas.

Change management is relevant as though the research finds that change is taking place at an ever-increasing pace, the evidence suggests that most change initiatives fail. For example, recent CIPD research suggested that less than 60% of re-organisations met their stated objectives which are usually bottom line improvement. This is consistent with other published research.

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..

In this business report, I am interested in analyzing the management of change in the global organizational world. Companies act differently to outside actions & change. Some run out of performance, competition & customers, while others develop and move forward and win over the competition.

Many companies emphasize a culture of continuous improvement. While never being satisfied with the status quo can drive

According to Goodstein and Burke (1988) Lewin’s change model consisted of three steps. The first step is to “Unfreeze the present pattern of behavior” (Goodstein and Burk 1998 pp. 10-11). By shaking up the corporate ladder, adding new training and eliciting feedback the leaders can make their organization more receptive to change. Removing individuals stuck in the same old ways of thinking, promoting open minded individuals and training staff will allow change to take root in an organization. “Movement” as described by Goodstein and Burk (1998) includes the actual action and implementation of change. Taking the steps to modify the organization not in practice, but in reality. This is the most important as well as the most challenging of the steps. Leaders can talk all day about proposed changes and new ideas, but change requires action to come to fruition. Leaders must follow through with their plans and remain steadfast in their adherence to the change. The last step is “refreezing”, this is the locking in of the new changes and attitudes to continue to do business as the changed organization. This could include hiring likeminded individuals that conform to the new changes and providing incentives to employees that have accepted and excelled with the changes made.

An organizational change is a process that manifests itself in all organizations in greater or lesser scale. It refers to the adaptive capacity of these organizations to the transformations of the environment in which they operate. Change involves a transition from the current situation to a different one, assuming a change of values, attitudes and behaviors. These changes will involve employees and managers to unlearn models and behaviors in order to learn new ones. The leader of the organization may encounter resistance and opposition from these groups and will have to deal with them using effective methods. For this reason, the leader must be aware of what causes resistance to change in an organization, this could be fear of the unknown, uncertainty, resistance to new experiences, changes in relationships, limited flexibility, or fear of failure. Effective communication reduces the interrogations and unfounded fears. The leader can provide all the necessary information and alternatives to the team so they will be allowed to gradually get used to the

Change within an organization could be induced at 3 extensive levels, in the management of the environment associated with industry, at the organization level and at the workforce level, where change is going to be concerned with the activities of employees within an organization. Porter (1980) asserts that every level must be individually tackled. He illustrates key points and recognizes the role of traditional managers in controlling change at the respective degrees. Most of the contemporary research has corroborated the findings of Porter (Aniisu, 2009).

There are a number of factors that affect organizational functions and require change; organizations must make the transition from its current state to some desired future state because change is inevitable. New markets, products and services, new production methods, technologies and social values affect the daily environment. Thus, adaptiveness, flexibility, and responsiveness are characteristics that enable organizations to meet the competitive challenges businesses face, today. Nelson & Quick share in Organizational Behavior (2013), “the current environment demands excellence in all areas and vigilant leaders.” Organizational change comes in two forms: planned, when change results from a deliberate decision to alter the organization, or unplanned, change imposed on the organization and is often unforeseen (Nelson & Quick, 2013, p.668). Organizations are pressured and forced into change for several reasons, some are external forces that arise from outside the company, and some may be internal forces that arise from sources within the company. While there are a significant number of external forces that lead to organizational change, a few common considerations like globalization, workforce diversity, and managing ethical behavior should be managed and monitored. Internal forces include a decline on effectiveness, a crisis, or even a change in employee expectations.