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
We develop a holistic framework, which centers on the interdependencies within leadership and organizational Culture. We aim at giving managers and researchers a “language” for some terms that can create reflection and dialogue on the subject. This paper will focus on how to achieve a functional strategy for a business strategic change. The recommendations in the conclusion will not be prescriptive, but will provide an opportunity for organizations to embody what is best suited to their culture. So, while change management depends on leadership, till today there has been little integration of these two in literature.
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
Organizational change Many companies worldwide have in one way or another implemented change in the operations of their business over the past years. This type of change in the operation of any business is described by the term organizational change. Factors such as new technology, competitive advantage and globalizations influence organizational change within a company (Hayes, 2014). The ability of a company to manage and successfully implement change is crucial to its survival. Consequently, organization change has attracted the attention of many researchers and scholars.
Strategic change is the process of implementing change in a controlled, thoughtful way in an attempt to meet organizational aims, goals, objectives, and targets. Change is a requirement for the organization to continue to prosper and meet and surpass the challenge of industry competitors. There are a number of models for managing the change process. One of those models that is particularly well-known and beneficial in gaining an insight into strategic change management is John Kotter 's Change Model. The first model I will discuss is and John Kotter 's Change Model.
The employees think that wont to able to make the transitions very well because of their lack of competencies. So, the lack of competencies of the employees also a one reason of their resistance towards change implementation. As business environments are experiencing so much change in recent days, therefore organizations must learn in order to become more comfortable with change. It is considered that the ability for management and adaptation to organizational change is a fundamental capacity that is needed in the workplace today (Gill, 2002). The organizations despite of hiring competent management must also consider for the abilities and skills of the employees.
----------- Cultural Environment ----------- Work Force Culture and Attitude ----------- Competitors Policies and Programmes. Whatever may be the speed of change or the extent of change one thing is sure and that it will have some kind of impact on the organization of business. The change process may influence some or all the variables of the organization wither gradually or drastically and therefore it has the capacity to change the organizational structure and organizational relationships. The most important aspect here is that whenever there is a change it brings with it a lot of challenges before the organization and therefore managing the change is a difficult task and facing change successfully is even a more difficult task before the Manager of today, as today the process of change have not only become common but the change is at a very fast pace. To Mange the different Challenges of Change Process an Organization must have a Good Strategy consisting of the following components:- • To face the change and its different challenges posed before the management, organization and the management must have a good plan.
2 LITERATURE REVIEW 2.1 What is Change and Change Management? In this section I will be trying to explain change management; before that I think it will be useful to describe change and change management and also the differences between them. Change can be accepted as the movement out of a current state through a transition state and to a future state. Change happens everywhere. Changes can be internally motivated or externally motivated.
By contrast, the internal forces inside an organisation can lead to a change (Griffin, 2003). Organisation need to clearly clarify the factors, which have triggered the changes. After that, a change management approach should be undertaken, which comprises of change management process, approaches adopted to minimise the resistance to change and an overall performance evaluation program of the change. companies usually change their strategy in response to a change in its industry notably a disruptive change that forces the company to rethink the way in which they are delivering value to the customer (Markides,2006). The typical external drivers of such innovation include globalisation, deregulation, the advancement in information and communication technology and even socially-oriented companies that service the bottom of the pyramids segment.
According to Bateman and Zeithaml, most changes do not take place because of problems but for opportunities (Managing Organizational Change). For the healthy live of the organization, there must be continuous introduction of new ideas and methods for its growth. It is in this sense that change is regarded as a process (New Product Development Strategy 2014). Innovations in the change process have significant effect on the products, processes or services. The organization's working mechanism is stimulated through innovations in the change.