Internal And External Forces Of Organisational Change

1.0 Introduction to Organisational Change

The definition of change management is a system that continually renewing the abilities, direction and framework structure of an organisation in order to serve the ever-changing needs of customers. For example, Apple Company found its limitation and continuous failing in market from 1993-1997. Later, Steve Jobs returned as CEO and make the decision to change the direction of Apple. In 1998, Apple start focus on creating beautiful electronic product, iMac which can attract consumers.

Organisational change defined as a process that changes the present state of things into future state of things. This changing may bring the organisation from current state move to more wanted state. For example, a small

It has been defined as a process that change the direction and management style of an organization which help organisation moved into a desired state. There is not an organisation will be success from the start to the end without the change. This is because there will be a lot of forces and limitations which obstruct the development of organisation. Due to this situation, an organisation carry the change to make sure the organisation become more successful. We learn that everything must be change when facing a limitation.

2.0 Forces of Change

The forces of change can be classified conveniently into two groups: external forces and internal forces. External forces are the force which beyond management’s control. Internal forces operate inside the firm and are generally within the control of management. Understanding and effectively exploiting these forces may allow an organization to improve upon its competitive position. Allowing these forces to occur without will allow competing organizations to seize an advantage.

2.1 External Forces

The external environment includes economic, technological, and social/political forces that can triggers are necessary but not sufficient to initiate

Organisational silence is a big barrier to change management. Employees’ behaviour is always keep silence eventhrough they are knowing the problem within the company. According to the research about the reason why employee keep silence, the common answers is the managers tend to reject employees’ opinions. This is the problem cause the relationship between manager and employees broken and less effective to the change process. As meanwhile, organisational change also affected by the psychological problem. The perception of employees toward the job is difference. Most of the old generation staff may feel that is a threat to them but for young staff is a challenge. Moreover, the risk of change management is quite high. For example, Emily Lawson and Colin Price listed out that manager must influence the mind-set of the employees to ensure they accept the change. They identify employee may agree with change when they see the important of change. It is a way to changing the behaviour of people toward organisational