The paper 'Organizational Change at Dakama Company Limited " is a good example of a management case study. Successful organizational change remains a very important element for any business that thrives to exist in the present very competitive business environment. Scholars have tried to develop several models that can lead to effective organizational change. The most notable models include Lewin’ s force – field analysis (1951) and Kotter’ s eight - stage model (1996). This paper will outline and discuss a recent change that occurred in my organization. Recently, my organization known as Dakama Company Limited decided to sublet a section of its office space to offset facility cost.
In this regard, the organization asked the employees to share desks so that they could use the remaining office space. I will further describe how I could manage this change effectively. Introduction Change has become an inevitable event in the contemporary world and many companies are working hard to ensure this phenomenon never leaves them behind (Waddell, 2011). The bulging demand for firms to make a change is due to the constant changes in the environment set up and the rate at which these changes occur.
Many organizations have therefore been restricting their organizations due to various reasons some of which Harvey and Brown, (1996) highlighted. Among the reasons that compels different firms to contemplate a change according to these two scholars are deregulated by the central authority, privatization of public institutions, technological renovation and innovations, expansion of services to other countries, changes in top leadership, social and even economic strain. In light of the previously mentioned sources of pressures for innovation, many firms may initiate a particular change or adopt a combination of changes that best suits them.
According to Waddell (2007), some of these changes may include changes in organizational cultures, downsizing of the workforce, engineering various production methods, removing certain unnecessary structures, exploring foreign markets, adopting new technologies, introducing new products among others.
Benvensite. G. (1989). Mastering the politics of planning. San Fransisco; Jossey – Bass
Bridges. W. (1988). Managing organizational transition. Organizational Dynamics,15: 24 - 33
Carless, S.A. (2005). Person – job fit verses person – organization fit as predictors of organizational attraction and job acceptance intentions: a longitudinal study. Journal of Occupational and Organizational Psychology. 78 (3): 411 – 429
Conner. D . (1990). The changing nation: strategies for citizen action. Atlanta: ODR, Inc
Cunning, T. G & Huse, E. F (2001). Organizational development and change. San Diego; University Associates.
Dalgish, C. & Miller, P. (2010). Leadership: understanding its global impact. Prahran: The university press.
Foster, B. (1991) “Creating a vision that employees can see.” Presentation made at The University of Georgia Center for Continuing Education. Athens; GA.
Generation Y goes to work . (2008). The Economist (US). Retrieved from
Gill, R. (2003). Change management – or change leadership? Journal of Change Management May (3), 4.
Harvey, P. H. (1996). New uses for new phylogenies. Oxford: Oxford Univ. Press.
JICK. (1993). Manage change.Module 4 The Recipients of change
Kanter, R. M. (2005). The change masters. New York; Simon and Schuster.
Lewin (1951). Resolving social conflicts and theories in social science. Washington D.C: American Psychological Association.
Poole, M. S. & Van de Ven, A. H. (2004). Handbook of Organizational Change and Innovation. Oxford: Oxford University Press.
Robbins, S. P. & Judge, T. A. (2009). Organizational behavior. Upper Saddle River, New Jersey: Prentice Hall Inc.
Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday Currency
Tushman, M. L. & Anderson, P.C. (2010). Technology cycles, innovation streams and ambidextrous organizations: organization renewal through innovations streams and strategic change. New York: oxford university press.
Waddell, D. C. (2007). Organisation development & change. South Melbourne: Thomson.
Waddell, D. C. (2011). Organisational change: Development and transformation. South Melbourne, Vic: Cengage Learning.
Walters. P. G. (1990). Characteristics of successful organization development. San Diego; University Associates.