Essays on Approaches to Organization Change Case Study

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The paper “ Approaches to Organization Change” is an actual variant of the case study on management. Organizations today are increasingly aware of the connection that exists between each other and to the global environment (Pettigrew, 2002). Due to the growing complexity of the business environment, completion has become unpredictable and very hectic to manage and thus organizational change efforts should be re-evaluated. In order for organizations to survive the existing connectedness and complexity, they need to balance the traditional, planned, and structural change strategies (Routledge et al. , 2007). The 21st century has brought about much unvarying organization changes.

Today’ s complex and widespread change is inherently unpredictable. Organizations today consider themselves as less stable institutions and more subject to continuous change. The idea of organizational change has become more prevalent but sometimes is considered disruptive and prone to resistance. Therefore, change is always presented as a potential drawback to organizational success and internal sustainability (Hassett and Paavilainen, 2013). Change is a fundamental feature of any organization on an operational and strategic level. For this, there is no doubt regarding the importance of identifying and managing change in organizations.

The organizational change goes hand-in-hand with organizational strategy; both concepts cannot be separated. As a result of the importance of change in organizational, its management is required as part of managerial skill. The success of change management is a necessity for the success of organizations in today’ s competitive business environment (Brown and Humphreys, 2006). There are many ways suggested by the literature on how to approach change. This paper will contrast the planned and processual approaches to change. It will illustrate this using case studies and theories in order to adequately establish the difference between the two. Management of ChangeAgainst the background of technological advancement and shifting in work practices and operations, change has become an important feature of any organization.

While organizations appreciate the need for change, many change strategies do not attain their intended results.

References

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Ford, J.D., Ford, L.W. and McNamara, R.T 2002, “Resistance and the background conversations of change”, Journal of Organizational Change Management, Vol. 15, No. 2, p. 105-21.

Hassett, ME & Paavilainen -Mäntymäki, E (eds) 2013, Handbook of Longitudinal Research Methods: Studying Organizations, Edward Elgar, Cheltenham.

Langley, A& Tsoukas, H 2010, 'Introducing “perspectives on process organization studies”’, in T Hernes& S Maitlis (eds), Process, Sensemaking, and Organizing, Oxford University Press, Oxford, pp. 1-26.

Pettigrew, A 2012, 'Context and Action in the Transformation of the Firm: A Reprise', Journal of Management Studies, vol. 49, no. 7, pp. 1304-1328.

Pettigrew, A 2002, Leading Organisational Change: Frameworks and Findings from Warwick Research 1985-2002. Report for the Office of Public Sector Reform, Cabinet Office, London.

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