Organizational Change And Development (original) (raw)
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Research in Organizational Change and Development, Vol. 10
2022
There is little argument that organizational change is increasingly important. Turbulent organizational environments, hypercompetition, and related organizational activities demand that organizations manage change effectively (e.g., Ilinitch, D'Aveni, and Lewin, 1996). Organizations must perceive and respond to changes in their environments, independently create new environments, and learn from their experiences. This volume of the JAI series, Research in Organizational Change and Development, takes on these issues in a variety of ways.
Organizational Change: Framing the Issues
Revista de Științe Politice/ Revue des Sciences Politiques, 2018
The study of change is a major concern at present in all fields of science. Traditionally, in philosophy and socio-human sciences, the concept of change was approached as opposed to that of stability, with intense debates about the desirability and importance of order and stability vs. the unpredictability of change. While in classical approaches to organizational change the conceptions that favoured order, stability, and routine prevailed, modern approaches recognize the decisive role of accepting change for the development and progress of organizations. In the field of organization development and organizational becoming nowadays strategies are sought and devised in order to align the organizations not only with their rapid inner changing, but also with the external multiple, complex, and dynamic environments. Starting from an outline of the factors of change and of the term of change as it has been conceptualized in sociology, the present paper aims to delineate a general framework for addressing organizational change. In this regard, after discussing the relationship between organizational change and the social and economic environment and delineating the main areas and agents of change in an organization, the various types of change in the organization and the models of their approach are addressed. Furthermore, since the resistance to change is a common and omnipresent human and social phenomenon, including at the level of groups and organizations, the paper approaches also the causes and manifestations of change resistance, as well as the possible measures for combating this phenomenon, in situations where the change is beneficial and necessary.
Adaptation and Progress Through Change Management
Annals of "Spiru Haret". Economic Series
The technological progress, digitization and the explosion of information significantly change how individuals, the business environment, and society act, develop and add value. New, interdisciplinary approaches, constantly adapted and sustainable both at the micro and the macro levels are required. Within a company, change management is a systematic element of the strategic business process and involves the early identification of the opportunity of the employees’ development, courage, commitment and flexibility; under no circumstances should it be seen as a risk and instability factor, as it may be considered in the early stages. The example presented in this article proves that the openness to change and continuous improvement develops advantages, optimizes processes and sustains long-term progress.
In the 21st century all organizations have to cope with challenges caused by trigger events in the environment. The key to organizational success is how fast and efficiently they are able to react. In 2014 we conducted a research survey on this topic with the contribution of Hungarian students on Bachelor courses in Business Administration and Management. They visited organizations which had gone through a significant programme of change within the last 5 years. The owners, managers or HR managers responsible for changes were asked to fill in the questionnaires about the features of these organisational changes. Several issues regarding change management were covered, besides general information about the companies. Respondents were asked about the trigger events and the nature of changes, and about the process of change and participation in it. One group of questions asked leaders about employees' attitude to change, another section sought information about the methods used in the process. In this paper, after a short literature review, we will analyse the adaptation methods used by organizations and the connection between the scope of change and employees' attitude toward change
2008
Abstract The present study explores the multiple ways employees are affected by pervasive and complex organizational change. Across a 10-year period, the authors surveyed 525 white-and blue-collar workers on four separate occasions during which time the company experienced, for example, a difficult financial period, several large downsizing events, the implementation of new technologies, and a move toward a “flatter” managerial structure.
Most important and challenging task in today’s scenario is leading and managing organizational change. Managing Organizational change is very difficult situation for top management, managers, and very much harder for organization as well as change agents to trained and manages for change in keeping in mind about win- win situation for both organization and employees of the organization. Change is inevitable. Nothing is permanent except change .it is duty of the management to mange change properly. Organization must carefully observe the environment and incorporate suitable changes the situation demand. Change is a continuous process organization must be proactive in affecting changes. Even in most stable organization change is necessary just to keep the level of suitability. The major environmental forces that make the change necessary are technology market force and socio economic factors. Resistance to change is not desirable. It is counterproductive for growth and destructive in nature. Manager must evolve policies to affect change. Main purpose of this study is to assess the perception of employees for organizational change on the basis of demographics of employees. Key words- Organizational change, Perception of Employees, Resistance to change, environmental forces, & win-win situation.
The Organizational Response to Employee Acceptability to Change
The International Annals of Medicine, 2017
This thesis investigates the effect of Orgаnizаtionаl Response to the еmployееs acceptability of change on the еmployееs motivation, and the major focus was based on the hypothesis that Organizational rewards to employee acceptability of change are the influencing factor for the employee motivation. In this research, the Sample size was 300 respondents, including ten organizations and 30 employees from each organization and the technique used for sampling is convenience based sampling. The questionnaire was used for data collection in which respondent were asked the organizational response to employee acceptability of change and does is response affects their level of motivation. Data was collected through personal survey technique. Statistical tool used was to finding revealed that organizational response to employee acceptability of change has an influence on the employee's motivation.
Factors Influencing Employee Attitudes Toward Organizational Change: Literature Review
Proceedings of the 5th ASEAN Conference on Psychology, Counselling, and Humanities (ACPCH 2019), 2020
In the industrial era 4.0, change is inevitable. Therefore, companies must be able to adapt in order to survive and continue to exist. Employee attitudes towards organizational change are a psychological tendency of employees based on evaluative assessments of changes, both positive and negative assessments. The purpose of this analysis is to conduct a review of the factors that can influence employee attitudes towards organizational change. This analysis was conducted on 9 research journals published in the last 7 years. The analysis shows that the factors that influence the growth of work attachment consist of intrinsic and extrinsic factors.
Management and Organizational Change
2011
changes act within the organization are actually represented by processes of making decisions, communication, interpersonal relations, leadership, management style etc. In addition to the factors listed, there are a multitude of factors which, by nature of their content, are generating change.