Based on the article on the study of organizational change management, change usually happens in an organization where there is a need of implementation of new modus operandi or upgrades the existing technologies with the changing demands of the business requirement or to increase the organization’s profit opportunities. Change management is clearly defined as the structured processes that incorporate a set of organizational tools and equipment as well as effective adjustments to manage, provide guidance and lead the people in an organization to embrace with the process of change in order to achieve the targeted desired outcome of an organization and thus minimize the unavoidable productivity drops. This change management involves all levels
In this paragraph, the independent variable ‘Organizational change’ is described. The section is a systematic research of different papers about the topic, which is defined by several academic authors. It will contain a broad description of the different dimensions and effects which are related to organizational change. 2.1. Dimensions of organizational changes Despite that organizations seem stable, they are changing all the time.
Introduction Change management is the process through which organizations continually renew their structures, directions, and capabilities to serve the dynamic needs of their stakeholders (Mullins, 2010; Benn et al., 2014). Change is a continuous process in the life of an organization, and it occurs at strategic and operational level (van Bortel et al., 2010; Linnenluecke & Griffiths, 2010). Therefore, it is vital to recognize the importance of change to any organization by defining its future and approaches for managing change to attain the set future goals. Currently, organizations and teams are exposed to rapid changes as a direct result of globalization and the growing importance of sporting in the social development and sustainability
Jensen, M. M. (2003). Individual resistance to organizational change: The impact of personal control and job ambiguity. Summary: This study examines the factors of personal control and job ambiguity and how they affect an employee’s resistance to change. A survey of employees asked questions about, the level of job ambiguity, personal control over their job, and commitment to change. Results indicate that personal control is a main factor in an employee’s commitment to organizational
In the today’s organisations business world, Change has become an obligatory means for an organisation to survive in the marketplace even for organisation that are small, medium or large. Success is subject to classifying key zones of change, what tools to be used for implementing the change to these key areas and how changes are implemented in a better way. It is the duty of the managers of the organization that play the main role in the change management, as this can cause many serious problems rising internally within the organization or external to the organization. The notion of change management is acquainted in most organisations today but how they achieve change or even more how effective they are at it, differs extremely depending
Due to forces such as globalization and political shifts to neoliberalism, organizational change has become a ubiquitous force that demands to be acknowledged (Piderit, 2000). While the need to implement and manage change becomes a perceived necessity, an estimated two-third of organizational change efforts do not translate into the intended aims nor are they sustainable in the long run (Choi & Ruona, 2011). The past two decades have witnessed a surge of interest in the adoption of a plethora of changes in many organizations (Soltani, Lai, & Mahmoudi, 2007). In general, contemporary organizations have been opposed by conditions of increased competition, changes in government policies, new products, growth, technological advancements and an
As due to lack of communication sometimes, the individual becomes uncertain about what exactly happening in the organization. The business organization should make the employees also a major part while implementing the changes. Employee resistance Here the learner has found that sometimes the individual employees are very much comfortable with the change. Nevertheless, on the other side it has been also found that there are few employees who face terrible problems and barriers to adopt the changes as per the environment or requirement. In this situation, it becomes tough for the management to balance the whole scenario.
10. Organizational effectiveness in change management, (M11) Organizational effectiveness refers to the capacity of an enterprise to boost or enhance member of staff’s contentment ,lessen turnovers , and heightening throughput by giving excellence services to clienteles. Engaging in appropriate change process will permit this sort of undertakings that can empower the organization to stand the test of time even when there is an economically tough situation. Change management encompasses the course that guarantees an institution’s responds to the surroundings where they are located and operate. (http://hubpages.com/business/A-brief-overview-of-organizational-effectiveness).
Employee turnover has been a topic of interest to economists and academic experts (Mowday et al., 1982; Hom and Griffetch, 1995; Griffetch et al., 2000; Hayes et al, 2006). When employees feel dissatisfaction for their organizational culture, employees will be leaving the company or change jobs. The rate of employee turnover is increased because the organizational commitment in a manufacturing company is low. Based on previous studies, organizational commitment is the reason to increase the rate of employee turnover (Law, 2005; Trimble, 2006; Pao-Long et al, 2007; Wagner, 2007). Organizational culture can produce the loyal employees or employee commitment (Kossek and Zonia, 1993; Fields and Weaver, 2002; Myers and Dreachslin, 2007; Sippola, 2007) Therefore, need to change the organization's culture of newer technology and finds innovative ways of retaining employees.
Change makes employees afraid to lose their jobs and on the other hand managers are afraid to lose the influence and power they have in their workplaces. Change management despite being popular is a phenomenon which is also often misunderstood. According to Holsapple (2013:13), change management is a broad and challenging field that offers numerous theories and processes to consider, yet it has no guaranteed solutions. Essentially, change processes are highly dependent not only on their environment, goals, and objectives of the organisation, but on its specific history, culture and leadership. Mergers and acquisitions form part of the measures that organisations follow when they want a change in the organisations’ fortunes.