Organizational Change

2022 ◽  
pp. 197-218
Author(s):  
Sajjad Nawaz Khan ◽  
Hafiz Mudassir Rehman ◽  
Muhammad Muzammil Ghayas
Keyword(s):  
Organizational Change ◽  
Business Organizations ◽  
Growing Body

Nearly no organizational phenomenon has garnered as much attention as organizational change. It appears as one of the fascinating and nearly eroticizing inducements for business organizations, and it has been highly acknowledging as a response. Highlighting the importance this phenomenon holds in the current environment, there is a huge and still growing body of research concentrating on organizational change. This chapter briefly explains the overview of the three major organizational change approaches (teleological approaches and evolutionary approaches and psychological approaches), which highlight organizational change through different models and theories.

scholarly journals ORGANIZATIONAL CHANGES IN THE ENTERPRISE: THE INFLUENCE OF EMPLOYEE REACTION

2021 ◽  
Keyword(s):  
Organizational Change ◽  
Information And Communication Technologies ◽  
Individual Characteristics ◽  
Internal Communication ◽  
Organizational Adaptation ◽  
Business Organizations ◽  
Information And Communication ◽  
Employee Reaction ◽  
Effective Use

The pace of organizational change faced by business organizations continues to grow every year. This is the result of progress in the field of information and communication technologies, which increases the democratization and liberalization of the world's economies. Our study of employee response to organizational change identified three main areas: The first perspective of the study identifies different personality traits of employees as determinants of resistance or support for change. The main approaches and models to the analysis of the influence of individual characteristics (tendencies) on the effectiveness of organizational change are analyzed. For example, it turned out that employees who are afraid of the unknown and tend to be more skeptical about it are more likely to resist. The first direction showed that people with a higher level of self-esteem and self-efficacy are more likely to support any change. The second direction focuses on the relationship between the employee and the organization. Here, scholars have focused on the role of trust in managerial or organizational settings. The last direction concerns the internal communication of change processes, which keeps the organization in the period of organizational change. The role of individual tendencies in the processes of organizational change, psychological factors of perception or resistance to these changes were considered. It was noted that the variables of organizational communication perform two main tasks: first, it serves to transmit information, and secondly, the use of commands as the main links and factors of organizational adaptation. We compared Cotter's model of urgent change with other models and determined that Luke's "Seven Steps" model offers a good way to diagnose and understand the current state of the business (before the change), as well as the goal (which is pursued by the change). Therefore, it can significantly help to start the process of change and provide the necessary guidance for success. The effective use of this model depends on whether these steps are implemented.

Organization Change

2019 ◽  
Author(s):  
George P. Huber ◽  
Jean M. Bartunek
Keyword(s):  
Organizational Change ◽  
Population Level ◽  
Chief Executive ◽  
Organization Change ◽  
Business Organizations ◽  
Continuous Change ◽  
Organizational Responses ◽  
Organizational Environments ◽  
Multiple Dimensions ◽  
Temporal Dimensions

A “change” is a difference in an entity’s state, condition, or property that occurs across an interval of time and can take place in multiple ways. The scope and variety of organization changes make evident that organization change is a familiar and crucial feature of society’s ecosystem. In this chapter we explore multiple types of changes that occur in and among organizations. To appreciate organizational change, it is necessary to understand organizations per se. Thus, we begin by summarizing pertinent literature that defines central characteristics of organizations. Following conventional usage, the term “organization” refers to a purposeful hierarchical human system whose members contribute their efforts or other resources to the system in order to acquire valued resources, such as their livelihood. Organizations are created for multiple types of purposes. Our emphasis is primarily on business organizations, which are created for the purpose of generating wealth for their creators and owners. After discussing organizations, we then turn to our main focus, organizational change. This refers, not only to changes at the organization level of analysis but also at other levels of analysis, ranging from individuals such as the organization’s chief executive officer to populations of organizations. We present topics that address contemporary understandings of organizational change. That is, we discuss sources of change in external organizational environments and organizational responses to such change. We then discuss varieties of organizational change, including population level changes, and changes within individual organizations, including changes initiated by middle managers, organizational learning and unlearning and top management change. Next we move to planned organizational change. This includes changes in culture as well as forms of organization development and forms of whole systems changes, as well as multiple dimensions, of these types of changes. Finally, we describe emerging topics in organizational change, including temporal dimensions, radical and continuous change, dialectical and paradoxical change, emergence, and decline, death and rebirth. Taken together, these topics suggest what organizational change research has explored up to the present. The topics also suggest agendas for new exploration.

scholarly journals Discovering design narratives to humanize organizations

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Andrea AUGSTEN ◽  
Titta JYLKÄS ◽  
Rachel HOLLOWGRASS ◽  
Marjukka MÄKELÄ KLIPPI
Keyword(s):  
Organizational Change ◽  
Organizational Design ◽  
Design Thinking ◽  
Service Design ◽  
Creative Design ◽  
Business Organizations ◽  
Human Centered Design ◽  
Work Attitude

Human-centered design approaches have emerged in business organizations since the rise of service design and design thinking. As a consequence, designers have been shifting their role from pure aesthetics towards innovating. Thus, in this workshop, we look at the role of design and designer in the frame of designing organizations. Lots of designers are becoming involved in strategic projects in the context of organizational change, such as creating a more creative, design-driven work attitude, bringing a human perspective into existing processes and acknowledging employee’s individual diversity. But, do designers feel prepared for that? Are they aware of the organizational design narratives of companies?

Employee championing behavior in the context of organizational change: a proposed framework for the business organizations in Bangladesh

2020 ◽  
Vol 14 (5) ◽  
pp. 735-757 ◽  
Author(s):  
M. Nazmul Islam ◽  
Fumitaka Furuoka ◽  
Aida Idris
Keyword(s):  
Organizational Change ◽  
Conceptual Framework ◽  
Work Engagement ◽  
Influential Factors ◽  
Business Leaders ◽  
Future Research ◽  
Organizational Alignment ◽  
Business Organizations ◽  
Content Type ◽  
Trust In Leadership

Purpose The purpose of this paper is to propose a conceptual framework for ensuring employee championing behavior (ECB) during organizational change for business organizations in Bangladesh. Design/methodology/approach On the basis of previous literature, this paper proposed a framework for ensuring ECB during organizational change. Findings This paper proposed transformational leadership (TL), which enhances the championing behavior of the employee. In addition, valence, work engagement and trust in leadership act as potential mediators between TL and championing behavior. This paper also proposed organizational alignment (OA) as a potential moderator that influences ECB in the context of organizational change. Research limitations/implications This paper highlights numerous influential factors that enhance ECB. This proposed conceptual framework will be validated by the empirical evidence in future research. Practical implications This paper provides new insights for business leaders to understand the importance of ECB during organizational change. Moreover, this research underlined the effectiveness of valence, work engagement and trust in leadership and OA to nurture ECB in the time of organizational change, which helps managers of the business organizations to make efficient strategies to tackle organizational change. Originality/value This paper adopted Kurt Lewin’s change management theory and integrated with different factors associated with organizational change (TL, valence, work engagement, trust in leadership and OA) to propose a model to understand the mechanism of enhancing ECB in the context of change in Bangladesh’s business organizations.

Developing social intelligence among employees for effectively managing organizational change

2019 ◽  
Vol 34 (4) ◽  
pp. 13-15
Author(s):  
Meghna Goswami
Keyword(s):  
Organizational Change ◽  
Financial Services ◽  
Social Intelligence ◽  
Positive Impact ◽  
Information Technology Industry ◽  
Business Organizations ◽  
Content Type ◽  
Technology Industry ◽  
The Impact ◽  
Insight Into

Purpose The objective of this paper is to study the impact of social intelligence on attitude toward organizational change. Design/methodology/approach This paper is based on an empirical study conducted across information technology industry, banking and financial services industry and hospitality industry in India. Findings This paper shows the positive impact of social intelligence on attitude toward organizational change. Further, it provides various recommendations to develop social intelligence of employees in business organizations. Originality/value This paper provides insight into how social intelligence plays significant role in managing attitudes toward organizational change.

scholarly journals Organizational Change and Organizational Effectiveness of Secondary Banking System in Albania

2014 ◽  
Vol 3 (2) ◽  
pp. 427-431
Author(s):  
Dritan Shoraj ◽  
Adem Zogjani ◽  
Fadil Govori
Keyword(s):  
Organizational Change ◽  
Organizational Effectiveness ◽  
Banking System ◽  
Change Implementation ◽  
Successful Implementation ◽  
Business Organizations ◽  
Organizational Changes ◽  
Mode Of Operation ◽  
The Impact ◽  
Personal Interests

Continuous organizational changes are required as well as successful implementation approaches of modern managerial methods.  However, organizational changes in Business Organizations may often occur at inconvenient time, subject to the psychological preparation of employees or the whole staff in general. In these circumstances, the employees displayed strong resistance to accept changes although they may be decisive for the survival of Business Organizations.  Further, what makes the Business Organization employees accept or refuse organizational changes?  Which is the impact of their resistance on change implementation? Is it closely connected with their personal interests or is it merely a contradiction for the purpose of convenience? These questions and many others will be answered during this investigation through an empirical and theoretical analysis. The study will show the connection between organizational changes in terms of organizational effectiveness. Additionally, it will present a clear overview of the reality of Albanian Business Organizations regarding the organizational change and their mode of operation 

Spotting Environmental Drivers

2011 ◽  
pp. 31-61
Author(s):  
Minwir Al-Shammari
Keyword(s):  
Organizational Change ◽  
Environmental Conditions ◽  
Environmental Drivers ◽  
Business Organizations ◽  
Basic Premise ◽  
Knowledge Based ◽  
Business Competitiveness ◽  
Constant Complex

The only constant in life is change, and business organizations are not different. Environmental uncertainties made transition to knowledge-based economies made establishment of effective CKM mechanisms within companies crucial to business competitiveness. This chapter examines the importance of business environmental conditions in driving an organizational change, viz. CKM. The basic premise of the chapter is that business organizations need to strive to adapt to opportunities as well as challenges brought by constant, complex, rapid, and discontinuous environmental uncertainties. In their quest for SCA, organizations need to leverage their DCCs in scanning environmental drivers for CKM as well as in the crafting a holistic CKM strategy.

Business: Conceptualizations of Organizational Change Viewed Through the Lens of Power: A Tutorial for the Speech-Language Pathologist/Audiologist Administrator

2011 ◽  
Vol 21 (1) ◽  
pp. 9-17
Author(s):  
Patrick R. Walden
Keyword(s):  
Organizational Change ◽  
Health Care Organizations ◽  
Social Power ◽  
Social Systems ◽  
Front Line ◽  
Organization Level ◽  
Speech Language Pathologist ◽  
Constant State ◽  
Theories Of Change ◽  
Or Organization

Both educational and health care organizations are in a constant state of change, whether triggered by national, regional, local, or organization-level policy. The speech-language pathologist/audiologist-administrator who aids in the planning and implementation of these changes, however, may not be familiar with the expansive literature on change in organizations. Further, how organizational change is planned and implemented is likely affected by leaders' and administrators' personal conceptualizations of social power, which may affect how front line clinicians experience organizational change processes. The purpose of this article, therefore, is to introduce the speech-language pathologist/audiologist-administrator to a research-based classification system for theories of change and to review the concept of power in social systems. Two prominent approaches to change in organizations are reviewed and then discussed as they relate to one another as well as to social conceptualizations of power.

Sign in / Sign up

Export Citation Format

Share Document