Executive SummaryChange is a process which tends to occur in the daily operations of a company as way of remaining more competitive in business. Though, change is a normal process not every employee embraces change with a positive attitude hence most of the time it will face resistance depending on the change process. This paper therefore covers an overview of the case study on the fallout from the global financial crisis by examining in lengthy wether the global financial crisis can be described as unplanned or planned change. In addition, it evaluates whether the reactions of various organizations and governments including Australia are forms of developmental, transitional or transformational change.
In addition, it covers the reasons as to why many organizations and individuals resist change as a result of global financial crisis as well as economic turn downs. IntroductionThis report presents a typically analysis of the case study on the fallout from the global financial crisis ‘located in Chapter 15. In order to get a clear overview of the concepts and issues underlying the case the report will integrate various theories and ideas related to organizational change.
The report therefore will present a thoroughly analysis of three questions related to the case as well as a conclusion. Case analysisQ1.Change can be described as the process that individuals as well as organizations foster internally in response to particular environmental or organizational changes. Change therefore refers to the leadership and management actions organizations take in relation to a particular change occurring in the organization (Fugate, Kinicki & Prussia, 2008,pp. 1-36). Change in an organization can either be planned or unplanned. According to studies done by Fugate, Kinicki and Prussia (2008,pp. 1-36), unplanned change just happens in reaction to unseen or unanticipated influences hence in most cases it is usually hard to tell where the change actually came from as well as how it was initiated.
Since unplanned change usually occurs as a result of unforeseen events it normally causes organizations and its members to respond its effects in a highly reactive and disorganized fashion (Fedor, Caldwell & Herold, 2006,pp. 1-29). Unplanned change can be disruptive or beneficial depending how an organization actually addresses it. As way of addressing unplanned change it is always necessary to react to it more quickly as well as decisively. On other hand planned change is as a result of specific change agent hence in most cases many organizations tends to put in place proper control measures related to the change effects.
Planned change therefore occurs when leaders in the organization specifically recognize the need for a major change by putting in place necessary measures and plans which will ensure that the anticipated change has been properly accomplished. In most cases a planned change usually occurs when a successful strategic plan has been implemented by an organization (Kotter, 2003,pp. 45-50). Though, planned change is usually based on proactive and well-done organizational strategic plan, in most cases it does not occur in a highly organized fashion manner rather it tends to occur in a more a chaotic and disruptive fashion than expected by participants.
Whether the change is planned or unplanned leaders have a responsibility of effectively manage the change for any business to remain ahead of the competition(Kotter, 2003,pp. 45-50).