• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Organisational change.

Extracts from this document...


The author Gareth Morgan, uses a metaphor when describing organisational change. The title of his book "Riding the waves of change" suggests that change is a very dynamic process and for like surfers, managers and their organisation have to ride on a sea of change that can twist and turn with all the power of the ocean. The ocean representing the organisations internal and external environment. John Harvey-Jones (1993, p21) once said organisations need to 'adapt or perish'. This is still as relevant now as it was in the 1990s. Change is due to a number of internal and external triggers. External triggers include, political, economic, social, technological and environmental factors and an increase in competition. Internal triggers are changes within the organisation. Change is now a major issue in which organisations, managers and their employees have to face. Organisations who fail to adapt to this dynamic environment in a suitable and appropriate manner, could face organisational failure, causing problems for individual jobs and careers. Managers need a pro-active mindset where they need to anticipate and confront challenges of the future, rather than manage in relation to events that have already occurred. When facing organisational change, managers must consider the people whom the change is affecting. ...read more.


Anticipating responses becomes possible when one understands the stakeholders concerned with a particular organisational change. John Kotter and Leo Schlesinger (1979) identified six methods for overcoming resistance: 1. Education and commitment Managers need to inform the people whom the change involves and affects about the nature of the problem prompting change. Their objections, perceptions and knowledge should be shared with these people to avoid misunderstandings which can cause resistance. It helps to get the facts straight, and to identify and resolve opposing views. There must be a large amount of trust between management and employees if this approach is to be used. Managers should pay special attention to skills that increase their power to communicate, to create shared understanding. 2. Participation and involvement By involving those people who resist change in the planning and implementation of it, their fears will be reduced about the impact of changes on them. Collaboration can reduce opposition and encourage dedication. If managers are to use this approach, it is important that the individuals have satisfactory knowledge and ability to contribute effectively. 3. Facilitation and support People's feelings may be altered towards change and they may be able to accept it if they are offered support to overcome the fears and anxieties. ...read more.


This kind of orientation can invigorate and empower people to reach the leading edge of change and stay there. It is also important to consider the customer when managing change in the organisation because in today's marketing orientated attitude to business, all decision making and planning must be based around customers requirements. This is an important factor contributing to the success of the organisation. Connected stakeholders, for example suppliers, also need to be considered and informed of the change. Their views and opinions need to be heard and taken into account. When dealing with stakeholders who have a certain degree of power over the organisation, it may be appropriate to negotiate and compromise with them. This will reduce any conflict which could lead to major problems for the organisation in the long run. Managers should use the views and needs of customers and other key stakeholders as a mirror in which they see and understand their own strengths and weaknesses, and act on these insights to reshape their relations with the environment. It is also important to consider the organisations competitors when managing change. Is the change going to create an advantage or disadvantage to competitors? Will the change encourage new competitors? Clearly, any program of change involves a high degree of skill in people management since people are at the very centre of the change. By considering the 'people factors' when managing change, the change will be successful. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Marked by a teacher

    Tesco's organisational structure

    4 star(s)

    Race relations act 1976 According to this law it's illegal if an Employees is discriminated on grounds of race, gender and nationality. In Tesco now employee and employer are well aware it and those discriminate other will be given oral warning and if they didn't improve it they will give written warning or final written warning.

  2. Tesco's different stakeholders are:Employees

    It is then delivered to their home. There are a lot of different offers around the store for different products. This is in the interest of the customer as it attracts more people to shop at Tesco as they are going to get value for money products and shop their in the future to take advantage of these offers.

  1. Explain why the Otley and Berry notions about control maybe useful to the understanding ...

    view how it can be useful to the understanding of organisational activities. The notion is applied to a simple system in order to improve the knowledge on the usefulness of Otley and Berry's notion to the understanding of organisational activities.

  2. Analysis of a Contract Specific Organisation

    ADD IWM TEXT DEFRA Bid etc. TRAINING policy from Intranet; IiP; Text IWM's point 90 DEFRA QNS. SN 6 SECTION E: PERSONNEL AND TRAINING 1. Please explain how your organisation empowers key FM/MA staff to make decisions and resolve customer complaints on the spot.

  1. The stages involved in recruiting new staff.

    The same applies for jobs larger businesses. You would expect to find science related jobs in science magazines and on science websites but not in the local newsagent. This is an easy part of advertising and if it is done incorrectly then you may receive unwanted applications.

  2. Describe and discuss the difficulties encountered when managing organisation wide change in a hierarchical ...

    Max Weber (1864-1920)4 developed the concept of bureaucracy where organisations had such rigid roles and responsibilities with following characteristics: * Specialisation hierarchy - Each functional area has a clearly defined set of competencies, where the lower ranks are supervised and dictated by the higher ranks.

  1. The background of the Kettering Park Hotel and Spa

    of communication between them all and this also makes the company less bureaucratic and give more or relaxing family environment. A huge example of speedy communicate on use was September 11th 2001, with the bombing of the USA, the Shire Hotels all made emergency room for any Americans who didn't want to go home until the aftermath.

  2. Strategies for Change Management

    The bottom line here is instead of creating a more efficient organization (which is what had happened to other airlines via deregulation) it created a less efficient organization that was spending more of its resources on administration and not spending it on customer service thereby creating a worsening situation; the

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work