Essays on Rationale for Change Case Study

Download full paperFile format: .doc, available for editing

The paper "Rationale for Change " is a wonderful example of a Management Case Study. Organizational change is the altering of an organization from within. It is also the difference perceived within a given time or in the outlook of any entity. It is also defined as the understanding of alterations at the widest level within a given organization jointly among its groups and individuals (Kezar & Clearinghouse 2001). Though the definitions above give a view of what organizational change is, the actual organizational change is best illustrated through the workforce of a given organization after the participants towards it have gone through a radical mental perspective change from their previous manner of some task handling.

Since change occurs as the result of the joint co-operation of members within an organization, scrutiny of the reason behind the change is done so that the adapting process can be best approached. Transformational organizational change at present times may occur due to the rising demand of the postmodernism we are headed to, under the influence of the fast-growing technological world. For change effectiveness to be felt, a specialist is needed to be incorporated in the organizational goal of change.

Their role in an organization is giving intellectual guidance on the steps and ways to take during the period of embracing change. They advocate and head implementing change processes thus making an organization welcome change responsiveness that is best required for the progress of any organization and its long term survival among its ever-increasing innovative competitors (Ollerhead 2008). Benefits of a Change Specialist Since organizational change momentum is started by the in house managers then the specialist will maintain the momentum during the change assimilation period.

This is possible by the use of their skill at change resistance and gaps identification in performance and development of work and the implementation of their corrective action. This helps eliminate barrier to organizational change thus progress is achieved. In addition, the specialist plays a role in developing sets of achievable goals in the organizational change plans that inclusive of coaching plans, resistance organizational change plans, communications plans, and sponsoring road maps. The delegation of duties to such as this will ensure that the other managers in other company departments are not overburdened by new duties arising from the shift in organizational change thus ensuring their efficiency in their capacity is not compromised(Marcic & Draft 2008).

This will be backed up by the incentives behind their role in enabling mechanism reinforcement that success celebration among the members of the concerned organization. Questions for change needs It is important for the organization to consider some questions when identifying the need for strategic change. Identifying needs for strategic change assist the organization to differentiate what changes are important, those that need immediate effect, and those that require to be thoroughly analyzed to be implemented at a future date.

Strategic change is mainly about leveraging vision so as to get a fundamental aspect of the organization which largely includes organizational culture and direction. Identifying questions regarding strategic change is mainly about forging organizational robustness amid environmental pressures. Therefore, identifying a question regarding strategic change is an accurate as well as an insightful view of current factors affecting an organization which in turn is important in creating a clear vision (Nag and Hambrick 2007.).

References

Ackerman, L. 1997, ‘Development, transition or transformation: the question of change in organisations’ in Van Eynde, D., Hoy, J. and Van Eynde, D. (eds.) Organisation Development Classics.San Francisco: , Jossey Bass

Amabile, T. 1998. ‘How to Kill Creativity’ in Henry, J. (ed.) (2001) Creative Management, Open University Business School in association with Sage Publications, London

Crookall, P. and Schachter, H. 2002. Changing Management Culture: Models and Strategies,

Henry, J. 2001. Creativity and Perception in Management, Sage Publications, London

Henry, J. et al .2002. Organising for Innovation, The Open University, Milton Keynes

Kezar A. & Clearinghouse E. 2001, Undestanding and facilitating organizational change in the 21st Century: Recent research and Conceptualizations. Jossey-Bass, San Francisco.

Marcic D. & Draft R.2008. Understanding Management, Southern –Western Cengage learning, Natorp Boulevard Mason, USA

Nag, R. and Hambrick, D. 2007.What is strategic management, really? Inductive derivation of a consensus definition of the field. Strategic Management Journal. Volume 28, Issue 9, pages 935–955, September 2007.

Ollerhead D.2008. Maximize Success by engineering the right kind of changes, Journal of Institute Management Services, summer issue available at: http://www.ims-productivity.com/user/custom/journal/2008/Summer/MSJ14Summer2008.pdf

Research report for the Government of Canada, October 2002

Download full paperFile format: .doc, available for editing
Contact Us