The paper "Fairfax Media and Its Operations at The Age and Sydney Morning Heralds" is a perfect example of a business case study. Organizational change is definitely an aspect that is inventible in the life cycle of any particular organization. As argued by Jaap (2004) organizations need to adopt change due to the dynamic contemporary business environment. This is because organizations that are resistant or reluctant to change are prone to failure. On the other hand, organizations that have a culture of adapting to change are bound to survive and thrive. Fairfax media group as one of the biggest and diversified Australian media companies is planning a major change in its operations at The Age and Sydney Morning Heralds.
This particular paper seeks to evaluate the various causes of change in the organization in relations to the field theory. In addition, the paper will analyze the consequences of change and how the change can be managed. Causes for the Change in the Organization Wrangles between the management and shareholders According to Kart Lewin’ s force field theory, two forces are usually in opposition in a scenario whereby the change is needed in an organization (Lewin, (2008) (1946).
Fairfax media has been experiencing disagreements between the management and the major shareholders of the company. The shareholders have made calls concerning splitting the business and then selling off sections of the operations. The shareholders have given a warning of making the sale if the management is not willing to do so (Knight, 2012). The management of the organization, on the other hand, is having an opposing view that changes can be made which can facilitate the good performance of the Age and Sydney Morning Heralds.
The managing director and the Chief executive of the company Greg Hywood highlights that without a doubt the company is currently operating within a challenging environment, however, he believes that if adequate measures are adopted the company will be able to revive itself. Greg Hywood further states that indeed various individuals have varied views concerning how the company can best be run, including the option of totally breaking up the operation of Fairfax Media or possibly closing down the operations of The Age and Sydney Morning Heralds.
However, the management does not agree with this perspective due to the fact that what is required is just to adopt sweeping changes which can transform the organization. In addition, the management has actually been working on changes for a long a certain period of time (Knight, 2012). One of the major consequences of adopting the proposed changes by the management is that resistance to change is bound to occur, essentially from the shareholders who are basically the principal owners of the business. Therefore, as proposed by force field theory, in order for change to occur, an equilibrium or a status quo has been created either through the reduction of resistance or through the addition of aspects that are relevant to the change (Van de & Poole, 2005). In order to manage organizational change in the Age and Sydney Morning Heralds, there is a need to ensure that the driving forces of the change are much stronger than the forces that restrain the change.
Consequently, the management of Fairfax Media should ascertain that the restraining forces who are the major shareholders are directed towards the desired change through unfreezing the prevailing equilibrium.