Organizational change

ORGANIZATIONAL CHANGE 5

Organizationalchange

Themain ideas in Oxman, J. and Smith, B. (2003). The limits ofstructural change, Sloan management review

Businesseshad to come up with strategies on how to determine and structuretheir operations during the 20thcentury. The tool mainly applied to address business issues had oftenbeen periodic reorganization. This was through creation of structuresthat ensure simple execution of business operations and investmentsto optimize and re-optimize organization designs. Sloan and hiscolleagues came up with a strategy that could be employed by seniormanagers in to design a structure fit for the organization. Thestrategy and structure applied should be in a way that it iscompatible with the systems of the organization. The restructuringbrings about good changes to the business such as increased revenues,low production costs, and increased customer satisfaction.

of Beer, M. Eisenstat, R. A., and B. Spector, 1990. Why changeprograms don’t produce change Harvard Business

Becauseof the challenges of changing markets and increased competition,various companies have realized the need for changes on the way theyoperate if they are to compete effectively. Despite that seniormanagers understand the need for change, it is unfortunate that theylack the understanding on how best to bring about the changes. Themanagers’ assumption is that to be in a position to change employeebehavior, the formal structure and systems of an organization must bechanged. Studies have however shown that product change is thegreatest obstacle in the desire to revitalize the organization’soperations successfully. The study by Beer and his colleagues showsthat many successful efforts in change begin at the periphery of theorganization and should be steered by the general managers. Theconcentration of the managers should be on the change of a specificarrangement and not on the change of formal structure and systems.

of Simons, R. Mintzberg. H., Basu. K.2002. Memo to: CEOs Fast Company

Theeconomic system whereby the trade and the industrial operations of acountry are controlled by private owners is undergoing a crisis. Thebelievers of business operations especially the CEOs of variousorganizations should recognize that they contributed to the crisis.This problem is simple but at the same time complex. People havebecome captives of the truths that shape the way people view and dobusiness. These truths include the belief that they are in businessfor their own good, organizations are in existence for maximizationof shareholder value, companies should be mean, and CEOs shouldportray themselves as heroes. Living by these half-truths spells thestart of the destruction process.

of Cascio W.F. 1993 Downsizing: What do we know? What have welearned? Academy of Management Executive

Sincethe late 19thcentury, downsizing and the planned elimination of jobs is anoccurrence that has caused headache to many companies and millions ofworkers. The article by Cascio helps explain what is known about theeffects of downsizing to the economy of an organization. Many firmsin anticipation of economic benefits fail to achieve them. This isattributed to failure to stop applying traditional approach in thestructure and management of an organization founded on command andcontrol. For sustained efficient improvements, reduction in number ofemployees should be a continuous process and undertaken alongsideother measures.

Similaritiesbetween the papers

Thefour papers acknowledge that there is a challenge in running theoperations of an organization in its anticipation to meet theobjectives, reduce costs, and raise more revenue while maintaininggood customer services. The management of various organizationsbelieve that change of the structure and the operations of theorganization will help solve the challenges being faced. The fourpapers elaborate on this belief by presenting ways of initiating thenecessary changes in an effective way for the organization to benefitfrom the changes. The application of approaches and strategies usedin the 19thcentury seems to worsen the organizations’ challenges in theirdesire to come with changes that help the current challenges faced inbusiness operations. All the papers recommend changes in thestructure, way of operations, and the strategies used will be ofgreat help in addressing the challenges faced in the operations ofthe businesses. The senior managers and CEOs are believed to have thecapability to guide these operations and should oversee theimplementation of changes that have been researched on to have apositive impact on the organization.

Challengesassociated with managing change

Theprocess of change affects the organization fully together with allthe employees working in the organization. The change has aninfluence on what the organization does, the way of operations, andthe communication processes of the organization (Oliver, 2001). Thechange in the operations may prove challenging in a situation wherethere is lack of adequate training on the new methods of operations.Again, change may result in the change of the management structuremaking communication process difficult. This becomes a challenge fromthe lack of flow of information which is key for the organization’soperations.

Importanceof the assignment

Thisassignment has helped me understand the role of change in anorganization. It has also helped me und understand the importance ofcarrying out research before applying any change to the organizationfor it to work for the best of organization. It has also given meinsights about the challenges experienced after a change has beeninitiated in an organization.

References

Oliver,R. (2001). “Problems in managing change”. Challengesin managing change. Themanager.org.