The paper "Organisational Change and Reasons for Change" is a great example of management coursework. All organisations are in flux: changing their focus, expanding or contracting their activities and rethinking their products and services. Most organisations more than ten years old look nothing like they did even five years ago. And it is likely that in the next year or two organisations will not look as they do today. I concur with this statement because organisational change is inevitable. This is because most businesses continuously attempt to re-examine their future status.
Firms adapt to change and recommend major reforms to advance their output. Change is also requisite when firms are unbalanced and their practices and measures already in place become ineffective. Organisational change takes place when major sections or business strategies of a given organisation are modified. For instance, the 2009 merger between PC World and Currys, British Petroleum and Amoco in 1998 instigated changes in the firms’ business strategies, systems and structure. People often consider transformation as a sign of progress and growth. In the modern business environment, the increased shifts in the external environment, modern technology, market pressure and the need to remain competitive creates evolutionary transformations in organisations.
A firm that does not implement change does not grow. Change is continuously taking place in organisations, and to guarantee that changes are implemented appropriately, change managers must understand the origin of change, risks and challenges inherent in the process. Organisational Change and Reasons for Change Change entails the reconstruction procedure of business with reference to its practices and structure. Change in a firm concerns the firm’ s structure and practices. Organizational change can be involuntary or planned, but it is established on faith and requisite when conventional means fail to function (Paton & McCalman, 2008, p. 18).
Organizational transformation necessitates personal effectiveness and those affected by the change can decide to accept it or reject it. As a result, change calls for viable change management policies. There are three varied types of transformations in a firm, and they include a change that has an effect on a firm; change that has an effect on systems, and change that directly influences people (Paton & McCalman, 2008, p. 45).
People-centred change that influences skills, performance, conducts and of employees. Changes linked to firms bring about structural change, leadership transformation, incremental change and strategic transformation while system shift entails unplanned change, development change and revolutionary change (Paton & McCalman, 2008, p. 45). According to Tripathi (2008, p. 368), all human systems are prone to changes, but much less often as opposed to a business organisation. The shift in the organisation is either a piecemeal shift, to tackle routine problems as they occur, for instance, a change in the layout of an office, or planned change that addresses present issues, but with anticipated issues yet apparently observable.
Unplanned change is reactive, simpler, cheap, and calls for minimal planning while a planned change is proactive, engrosses greater commitment of resources and time, calls for complicated planning and is significant for organisational effectiveness (Tripathi 2008, p. 368). Organisations require adopting change because of major shifts in technology, external environment and temperament of employees. Moreover, with organisational growth, a firm’ s decision-making and communication systems may become chocked, hence requiring change. A firm’ s punishment and reward systems may lose their efficiency, and its inter-departmental and inter-personal links may deteriorate thereby imposing a change.
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