Strategy of An Organizational Changes †MyAssignmenthelp.com

Question: Discuss about the Strategy of An Organizational Change. Answer: The mentioned phrases are taken from the book, The Science of Successful Organizational Change by Paul Gibbons. In this book the author reflects his thought on the fact that scientific evidence is not important to prove everything. There are many books on organizational change that totally highlights the tactics and strategies of change but this book focused on the sound strategy of an organizational change which decreases the need for a broader tactical intervention of change. This book is categorized in three parts- change agility, change strategy and change tactics. A part of change leadership is also included (Gibbons, 2015). The range of change problem raises two questions in this book, one, what is the actual amount of change? Two, how much change is failed? Change depends on another important factor, i.e. leadership. So it can be derived that due to the lack of business education many leaders are not properly equipped with the factors which lead to change (Anderson, 2016). According to the authors, the capability to quickly create, learn, adapt and invent is an essential quality of this VUCA (volatility, uncertainty, complexity, ambiguity) world. It is not appropriate for every change to involve broken trust, external threat or unintentional consequences. In such a situation, the business suffers as a result of the fatigued, demoralized and unready major changes. Change agility gives rise to adaptive organizations, something that arises due to disruption in technologies and set a standard for the business as well as others to follow. Change strategy is looked onto when there is no tactical intervention to the defective strategy and that which leads to calculated changes in an organization. It can be said that change tactics is better than the change strategy because this portion looks after the contemporary human science for knowledge to lead the individuals towards change (Battilana Casciaro, 2012). In an article Organizational change and development, it is mentioned that organizational change is a very important factor in an organization. Through this process, an organization enhances the performance as it works and operates to attain the ideal goal, as mentioned by the author. The change takes place as a result of the changes taking place in the environment, as a response to the recent crisis situation or sometimes activated by the leader himself. An organizational change to be successful not only needs to be adjusted properly but also proper managing qualities. There are a number of factors which are taken into account for the organizational change to be successful. The article stated the reasons responsible for the changes in organization, the elements, process, approaches, management, resistance and other such criterion resulting in the breakdown. If it is looked from a passive point of view, the changes in an organization are just reactions to the constant change in the en vironment and the reaction of the recent crisis situation. In another way, a more energetic point of view is that it is sparked by an active manger. Moreover, changes in an organization are specifically noticeable when it has just gone through the shift of executive power (Beitler, 2013). It can be argued that as organization is a social system therefore all of its parts affect the other parts too. This is meant to say that the interconnection between the parts is so strong that the effect on one part gets transferred to other parts. But this connection is not just limited to the parts of the organization; it has spread to the surrounding environment also, the author mentioned. With the operation of the organization all the connections and relationships becomes stronger and that leads to the systematic and orderly behavior of the organization (Blackmore Sachs, 2012). It is said that the total system of the organization including the relationship among the parts is in an equilibrium state. It becomes a standard way of life and any disruption in this system of life exerts some force on the elements which have become adapted to that standard of life. It evolves a situation which might suggest an acceptance of the situation or less of interest in it or there might be pre ssure as opposed to the disruption. There are some situations in which the acceptance or ignorance of the disruption might not vary but the acceptance refers to cooperation while rejection refers to not being interested. Cameron and Green said that, the terminological meaning of change is the amendment that takes place in the total structure of an organization or the environment. It can be rightfully said that change is the law of nature. It is the only constant thing. It has some characteristics like - change takes place as a result of the force exerted both inside and outside an organization; there is an impact on the overall organization if there is any change in any part; change is a consistent factor and it can vary in speed and degree but it is sure to take place (Cameron Green, 2015). On the contrary, organizations that fail to bring about proper timely changes in an organization have a very bleak chance of survival. One cause of the rate of increase in change depends on the knowledge and technology, innovations being created at a constant and ascending rate. Change is not something that will disappear or vanish all of a sudden. The accelerating growth in change will take place due to the technology, recent applications and the spontaneity of creative ideas and thoughts. The mangers and their enterprises whether, service or manufacturing, private or public, will always be evaluated on their ability to bring about effective change in the organization and managing it efficiently (Choi, 2011). But the managers of the early 21st century, their ability to manage change were judged on the decrease in time scales. The speed at which changes take place has increased tremendously. Managers these days have to face more complicated and progressive working environments. Conve rgence has been taking place between the technologies and products as well as the industries that they support. Due to this convergence of services, products and industries, there is an increasing realization of comprehensive approach for the sales and marketing of products and services which will make the purchasing decisions easy. The challenges in strategy are designed to increase the value and at the same time, decrease the supply cost. These are in the run of becoming the most used elements for competition in the near future (Fugate, Prussia Kinicki, 2012). Command over the supply chain as well as its destruction will make good commercial activity in the competitive global market. Manufacturers nowadays not just make the products but distributes through proper network of dealers thus providing a good range of finance which can be related to different insurance packages. To argue over the fact it can be said that change refers to moving to an unknown state from the known, specifically from present to the future. Organizations just plan, experience and undergo change by thinking if the change forces can be adopted or dealt with. Happened change cannot be predicted from beforehand and arises due to the external factors (March, 2013). It leads to suffering as it is not in direct control but happens when the organization reach the extreme point of any situation. Incidents like deflation which can happen anytime and the organization has no control over it. Reactive change takes place completely as an after effect of any situation or an event. Most of the organizations are generally involved in reactive changes which can be incremental change. As it is explained by the authors, such changes take place when the company is in demand of products or services or a crisis situation arises. Anticipatory change takes place when there is an expectation or anticipat ion of any situation or an event. Sometimes organizations can reshape themselves according to the future demands to bring about an anticipatory change. A planned or developmental change takes place when there is a need to implement new ways for improvement (Engestrm Sannino, 2011). It is a measured change to achieve a fixed output. Incremental changes are adaptive in nature and directed at the primary level to focus on the smaller units of an organization. Operational changes take place when there is a need to improve the quality of products or services in the organization to cope up with the market competition (Schroeder, 2012). Strategic change refers to the change in an overall aspect of the organization including its strategies. Directional changes take place when there is high competition or change in the policy and procedures. Fundamental change refers to shaping of the mission and objective of the organization. Total change covers an overall amending of staff, vision, and pe rformance (Thomas, Hardy, 2011). The conclusion that can be drawn from this argumentative essay is that the most common factors of organizational change include strategy, vision, system, structure, culture, production technology and leadership style. These factors are very much influential for each other. 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