Pros And Cons Of Transformational Change

According, to Palmer, Dunford, and Akin, “an individual in the corporation must become knowledgeable of the issue to be rectified” (Palmer, Dunford, Akin, 2009, pg. 194). An employee, preferably an individual in top management must recognized a problem exist, thus, undertaking the necessary actions to attenuate the

The companies do not need to cost much money on making changes of their networks. It keeps translating between the set of protocols whenever the two banks want to make connections. If the headquarters get stuck, the whole connection will be influenced. Furthermore, the LANs cannot get communications in time so the headquarters may need to transfer more data which give it more pressure. Alternative B

All of these factors will need to be considered at executive level in order to be successful at any organization. Cost is another important factor. How will the teams be motivated and rewarded. It’s vital that all aspects be analyzed for teams to collaborate and achieve

With organizational change, the first step in the process is to have the managers and governing body put into place and manage a policy or procedure that measures the current level of performance. This then generates ideas for how the organization can modify behavior. The primary goals of organizational improvement are to increase organizational effectiveness and efficiency to improve the ability of the organization to deliver goods and or services (en.wikipedia.org, 2018). Engstrom is in dire need of an organizational improvement. For this change to work, Engstrom needs to implement the following solutions in a proactive

This is the reason for selecting Kotter’s Model to compare with OPTERRA. Moreover, OPTERRA is not utilizing any specific model for its change management. This suggestion will help OPTERRA to concentrate more on their change management instead of not only concentrate on technology part. Advantage • This model is easy and can follow the step-by-step process. • The emphasis is on preparing and accepting change, not the actual change.

In addition, the strategies are specific to what should be done and could possibly improve the company’s financial position. The implementation of new schemes is commonly described but not conveyed throughout the company as to how the new goals should be executed, each strategic step that establishes the strategic intentions requires the implementation of a generalized yet specific communication system so that the procedures are carried out or reinforced (Johnson, 2002). However, the weaknesses in the essence of this strategic plan are that the strategies to be implemented are insufficient and they do not have a definite time for

Most of the structural changes and development occur in each organization are cause of the internal and external factors. In order for the organization to make an efficient management, it needs the ability to make structural changes or development in the organization. All this changes and development will aid and continue organization on the right path. Based on Chron website, the changes of structural are because of acquisition, job duplication, market changes, and process changes. The acquisition and merging with another company will give profound effect on organization structure.

Only when the IT governance is designed around the enterprise’s goals and performance objectives, will it then be active and performant because it is consistent and can be communicated in the enterprise-wide system. Fixing problems one after the other as they occur is a good defensive strategy but which has negative setbacks on the IT strategic performance by limiting its value creation opportunities. Most enterprises failed because they have designed an IT governance system whose mechanisms are uncoordinated and are not in congruence with the organization’s goals which can then leads to excessive IT expenditure or architectural

This type of leader will give their team member a lot of freedom in how they do their work and how they will complete the project at the deadlines. A laissez-faire leader is a person who take relax approach to oversight. This laissez-faire leader style is does not try to control or micromanage her subordinate staff. They only provide support with resources and advice if needed, but otherwise they will would not to get

According to Mullins (2010), there are various factors that trigger change in an organization including unpredictable economics, legislation changes, political interests, levels of government involvement, and resource scarcity. All this factors affect the operations at HKBA. Research has positioned organizational leadership at the centre of change management. According to Armstrong (2009), through effective leadership, members of an organization can be inspired to achieve the desired results. From the above analysis of HKBA, it is evident that the organization has been unable to effectively meet its goals and objectives in relation to community sporting due to lack of effective approaches to funding its activities.

The purpose of this paper is to compare and contrast Lewin’s and Kotter’s change theories and identify the main concepts. These theories will show how change is essential in order to motivate people for long-term success and how these theories play important roles in the change process for any organization. The similarities and differences of the theories will also be presented. Kurt Lewin identified three stages of change theory (Lewin, 2010). He stresses that all employees should be aware of a need for change from the status quo and take actions based on awareness of change and commit to the effort until new standards are rooted in the organization.