Concorde Bookstore Organizational Change Process
In todays unstable economy, many companies are under economic pressure. In an effort to grow and survive, many businesses goes through the process of reorganizations such as takeovers, downsizings, and joint ventures. These changes present new challenges and requires cooperation from the management and employees. Every person affected must learn to work together or suffer the consequences. The purpose of this paper is to describe the faces of organizational change process and identifiy the organizational change process that Concord Bookstore management failed to complete or implement that led to the failure of change process.
According to Spector (2010), organizational change is the introduction and adoption of a new concept or system to improve the company’s financial situation and service productivity. This change is often cause by several events such as new technology, labor disputes, or loss of revenue that inable the company to sustain current business practice (p. 3). With the case of Concorde bookstore, the management recognizes the company’s inability to compete with the online giant bookstore like Amazon.com. Prior to implementing changes, the organization must consider and utilize the three faces of change: turnaround, tools and techniques, and transformation. Organizational leaders may choose to use one or two options, but for a change to be effective, all three approaches must be considered.
Turnaround phase targets internal resources and focuses on financial improvement of the organization. An analysis of the bisiness current finances and day to day operational cost is evaluated to help develop a strategic plan to turn the company around. Turnaround is a necessary process to making a change, but it is not enough to ensure long-term effective change.
Tools and techniques targets the