Growing Pains: Managing Organizational Change

Organizational Change

Introduction:

Organizational Behavior is a science that helps in growing and understanding organizations and how they run. Every company no matter how big or small has a story, a background and an internal culture that runs on motivations and needs as an engine and a facilitator. The right mix of these facilitators is the main activator of change.

Methodology:

We took two articles on change in an organization analyzed and summarized key points and methods to address challenges, and then we compared and gave in our thoughts to what was suggested in them.

Growing Pains: Managing organizational Change:

The author starts by giving an example of nonprofit organizations that despite the economic downturn in 2008 they were

Styles of language.

Nature of regional management.

Local community being served.

Subcultures also develop within functional areas and highlight the transition from relying on employees to be “jacks-of-all-trades” toward creating more specialized functional responsibilities. As diversity in experience and background grows, subcultures often evolve based on these factors as well. Recognizing the value of these subcultures and identifying them is a benefit to the organization. And these subcultures must meet the organizational mission as one big family. Health, uniqueness and diversity of subcultures do not present a threat to an international organization wide culture. Communication is Key

The author emphasizes on the importance of communication and voicing concerns or recommendations through communication channels like: meetings, newsletters, and suggestion boxes to develop and encourage employees through the organization to contribute feedback to the strategic direction of the organization.

Employees need to be included in organizational development and decisions even if it were indirectly, that will boost their morale and give them the satisfaction of feeling respected and valued throughout the

And mentions the 10 principles to focus on when trying to cause change in the company, they are:

Lead with culture.

Companies normally get this point wrong. They normally forget to use culture to their advantage or disregard it completely, and that normally ruins or weakens their plan.

Start at the top.

Whenever a company starts a change plan, it should always start with top management. When top management takes initiative they give a good example for the rest of the company to follow.

Involve every layer.

Adding the smallest employees into your change plan is the smartest thing you can do. They will always add value and information that is critical to your plan.

Make the rational and emotional case together.

Never disregard emotions. Employees are human and emotions move them and motivate them. And when the all levels of employees feel emotionally attached to a plan they do their best to help make it work and succeed.

Act your way into new thinking.

Top management has to follow the new plan and show clear communication on how to deliver the message about the new strategy.

Engage and engage even