The paper "Capacity for Organizational Change and Development " is a great example of management coursework. Change remains as one of the integral components in any rational organizations. The extent of dynamics involved in the modern work environment necessitates change. However, this concept has not been fully embraced in modern society. Debate exists among many scholars in regards to the need for organizational change especially in regards to improving work and service efficiency. For example, there exists a varied perception of the need to embrace organizational change. Despite the debate existing on organization change, a great concern exists in regards to organizational capacity for change.
The change process is systematic and only exists within the auspices of the organizational capacity to embrace and necessitate the change (Apostolou 2014). Organizations have a different approach to the change process. There are many factors which help to describe and define the change processes. The contemporary world provides a plethora of factors that enable the change process. Therefore, these have been used to define and describe the organizational capacity for change in many organizations.
In recent years, significant strides have been taken towards embracing the change process, especially in the current competitive environment. For example, the Dubai environment is characterized by several opportunities which further give the need for embracing organizational change (Arefina 2015). Organizational capacity for change and development depends on several factors which are different in the organizations. The availability of these factors and the ability of the particular organization to influence the use of these factors help in describing the process and the need for embracing the organizational capacity for the change process. Scholars argue that the change process is only successful if the necessary infrastructure and framework is available.
The initiation of the change process is an easy process. However, the success of the entire process depends on many factors which are about a particular organization seeking change. There exist relevant literature describing many organizations which have sought to engage in change and development but failed due to lack of such capacity. Therefore, most of them aborted the need for change. They are some of the major components that define the organizational capacity for change; Financial components: the financial component is an integral aspect of determining the ability and capacity of an organization to embrace the change process.
Nearly every activity within an organization orbits around the financial resource. These resources are used to finance all the activities in an organization. The ability and capacity of an organization to embrace change and development is a major milestone, and it usually requires the setting aside of ample financial resources. Studies reveal that some organizations fail to accomplish a successful development and change process due to the shortage or lack of sufficient financial resources (Arya B & 2007).
Therefore, the budgeting function of the financial department takes cognizance of the need t allocates sufficient financial resources to enable the accomplishment of the activities of the change process. The organizations which have been successful in implementing change and development processes are those who have a better financial ability to finance all such activities.
Andrew, D, 2000, Sustainable Innovation: drivers and barriers, world business council for sustainable development, Innovation management journal, OECD TIP.
Apostolou, K., 2014. The role of organisational learning in maintaining a stable context for transformation: the case of a Scottish SME.
Arefina, A., 2015. National Cultural Context of Organisational Change: Implementation of Change Initiatives of Multinational Corporations in their Russian Subsidiaries (Doctoral dissertation, University of St. Gallen).
Arya, B and Lin, Z 2007, "Understanding Collaboration Outcomes from an Extended Resource-Based View Perspective: The Roles of Organisational Characteristics, Partner Attributes, and Network Structures," Journal of Management 33(5): 697-723.
Atensaker, G, et al., 2006, “Developing capacity for change,” Journal of change management, vol. 6 no two 217-231
Austin, C 1994, The Process of Change: A Synthesis Study of Institutional