Organisational Change Components

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This chapter sets out to discuss the principle components of organisational change and development. It will further present an overview strategic management, and the factors that influence organisational change and human resources strategy.

Therefore, the purpose of this chapter is to give a theoretical background, which provides a framework for a thorough analysis of the problem under review with a view of coming up with solutions.

2.1.0 ORGANISATIONAL CHANGE Since some of the factors that have been highlighted as being change drivers in an organisation are its structure, the technology that it uses in the process of production or provision of services and the changes that occur in people (employees), interaction of these three is
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When a company decides to introduce a new line of services, this kind of expansion may require new technology and employment or re-deployment of people. These employees may be hired or trained depending on the situation.

2.3.0 STRATEGIC MANAGEMENT AND ORGANISATIONAL CHANGE Since organisational change is meant to re-direct the organisation, the issue of strategic management takes prominence. Organisations, like the ZRA, are now operating in an environment where the range of environmental variables is so great, their managers need to adopt and apply strategic management and corporate planning in the process of organisational change and development. This is where the change in management style comes in. Wright et al (1992) argued that strategic management can be viewed as a series of steps in which top management should accomplish the following tasks:
• Analyse the opportunities and threats, limitations or constraints that exist in the external
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Stahl and Grigsby (1992) noted, strategic management becomes very necessary as it helps an organisation’s management to identify and be sensitive to environmental forces and develop the organisation’s resources meant to address organisational problems, demands and challenges whilst taking into account the threats and opportunities existing in the market place or industry. Therefore, Stahl and Grigsby (ibid.) imply that managers need to engage in the ongoing process of evaluating their organisation’s internal and external environments and intervene, if necessary, by initiating strategic change that may lead to organisational change and development.

2.4.0 THE ORGANISATIONAL CHANGE PROCESSES From the discussion above, strategic analysis is important in the process of initiating organisational change and development. Greenberg and Baron (1997) contend that this is so because the issues highlighted are actually the forces that lead to a change in organisational strategy, structure and design, technology and operations, and change in people or employees and employers. It was observed that in all these processes, the manager is at the apex, operating as the change catalyst. The three potential

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