Essays on Models of Organizational Change and Strategy for Change in Telstra Case Study

Download full paperFile format: .doc, available for editing

The paper “ Models of Organizational Change and Strategy for Change in Telstra” is an engrossing example of the case study on management. Organizational change is a change that takes place in an organization and may have significant impacts on the organizational staff performs their duties. This occurs when there is a difference between how the staff is performing and what they should be doing for the success of the organization. Organizational change management is a designed method of changing organizations and their staff from their current state to the state is desired for the success of the organization.

Organizational change management aims at enabling the staff to take up and embrace changes that are implemented in the organization. Organizational change takes place in different dimensions. It can occur when the organization changes its entire operational strategy for its success; an organization can eliminate or add some sections into its structure and also can change the overall nature of its operations. For organizations to succeed, they must pass through various important changes in their developments. Organizational managers must, therefore, make efforts to ensure that there is a significant change in their organizations since it is their role in ensuring the organization’ s success (Stone 2005). Barriers to organizational changeInitiatives by the organizational managers may sometimes fail to succeed in the organization.

This may be due to barriers posed by the structure and procedures of the organization or the staff themselves. Some of the barriers to organizational change include inadequate planning, failure to consult and inadequate training. Inadequate planning comes in where the managers issue commands calling for change without prior training and information to the affected staff.

Unlike machines, human beings have psychological needs that may hinder them from responding immediately to commands. Issuing new commands that are aimed at restructuring the organization may not be well embraced unless training is done to the employees to convince them to take up the new direction. The company should take consideration of the attitudes and their fears towards the restructuring process.

Bibliography

Van de, H., Poole, M., 2005, Explaining development and change in organizations, Acad Manage Rev: 25: 510–40.

Weick K., Quinn R., 2007, Organizational change and development. Annu Rev

Psychol., 50:361–86.

Stewart D., & Furlan N., 2004, Managing Workplace Change, Human Resources, vol 28, (61), pp10-11.

Dent, E., & Goldberg, S., 2009, Challenging "resistance to change." Journal of Applied Behavioral Science, 12: 25-41.

Rhydderch, M., Elwyn, G., Marshall, M., & Grol, R., 2005, Organisational change theory and the use of indicators in general practice, Journal of Organisational matters, 13:213-217.

Peter, E., 2002, Organisational Culture: Organisational Change? Journal of Organizational Change Management; Volume 15 (4); 20-22.

Bridges, W., 2001, Managing transitions: making the most of change. Wesley Publishing Company, New York.

Stone, R., 2005, Human Resource Management, 5th Ed. John Wiley & Sons, Queensland.

Eason, K., 2008, Information technology and organizational change, Taylor & Francis, Boston.

Hussey, D., 2000, How to manage organizational change, Kogan Page Publishers, Sheffield.

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