Organizational Change: An Overview

The defence industry is facing a shrinking market and tough competition. Most defence contractors and manu-facturers have realized that in order to survive in this market a new way of doing business is required. Initiating and planning changes is the focus of this paper, which describes a new methodology developed with the Israeli Military Industries. The methodology is designed to promote and initiate change in operations by de® ning a well-structured approach to operational analysis and by supporting team work. The implementation of this new methodology in more than a dozen plants and several support organizations has demonstated its ability to promote and support the initiation of changes in an enterprise-wide process improvement project. The success of the change initation methodology highlighted the need for a similar approach for change implementation.

As organizational leaders, we must strive to understand what the key determinants are that drive change in projects within the organization (Parry, Kirsch, Carey, & Shaw, 2014). Many organizational change models exist that may not provide the urgency needed for continuous change nor provide a rapid response to the quickly changing business environment, especially in the case of compliance. In my practice as an online adjunct professor, I pose an interesting question to my student to help them understand the purposes of productive or opportunistic failure and how it benefits the organization. Research and practice must make substantive steps to evolve, but reliable failure data is needed to help practitioners understand what leads to failure and how to manage change successfully in order to capture failure data (Burnes, 2011 found in Parry, et. el, 2014).

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.

Encyclopedia of Strategic Leadership and Management, 2000

Paradigms metamorphose when they develop a new frame of reference. Two examples of paradigmatic metamorphosis are examined that together can be argued to formulate an evolutionary approach to managerial cybernetics. Organisation Development (OD) is a well-established soft methodology used extensively to engineer cultural change in organisations. OD can be set within Viable Systems Theory (VST), itself a conceptual development of the managerial cybernetic theory that underlies the Viable Systems Model (VSM). To illustrate this, a frame of reference is created that looks at systemic transformational processes. VST can operate as a general framework for this within which OD, VSM, and indeed the principles of Habermas’s theory of communicative action can be embedded. A result of this exploration is to show how a managerial cybernetic form of OD can be developed to improve the way organisations can be diagnosed in complex change situations that must be managed.

Organizational Change, 2023

Organizational change is the process of affecting likely changes not only in the organizational structure but also in technology, culture, and operations strategy (Stouten et al., 2018). Organizational transformation improves performance and competitiveness. This process involves the participation of numerous stakeholders, including employees, management, consumers, and other partners. The change process requires careful preparation, good communication, and general acceptance. The primary purpose of this paper is to describe the process of organizational change and explore the strategies and models utilized to effect required changes and ways used to motivate stakeholders. Process for Organizational Change Companies in today's fast-paced economy constantly adapt their structures to stay competitive. Organizations frequently alter their internal workings, including their structure, processes, and culture, to boost performance or adjust to novel circumstances. Organizational effectiveness and efficiency can both be increased through the reengineering process. Problems with productivity, finances, and originality can all be solved by reengineering.

Journal of Management Studies, 1987

1996

The issue of substantial organizational change is becoming a growing challenge for Western as well as Polish enterprises. The article discusses certain contem porary concepts connected with the change management process which may be the critical factor in wide-scale transformations th a t take place in many Polish organizations.