Concord Bookshop Paper
Tabitha Quick
HCS/587
October 12, 2012
Professor: Virginia Weatherston

Concord Bookshop Paper

Organizational change is an organization brings knowledge to an expedient design system, up-to-date program in order to arrange and specify administrative methods within the organization. It is to be able comprehend and evaluate the reason for these changes, and the prerequisites of a successful implantation of this change.
There are several changes an organization may face; among those changes organizations recommend supervisors/managers to modify the ideas in which they might be to modify their decisions. The organization will face transformations which will deliver the basic quality of stability, enhancement, and the technology which has gained points of concentration on the set of changes that needs improvement. However, not all of the changes implemented will bring the greatest intentions of the tactical renovations of the changes. That will occur with the organization.
Modifications are successful to the organization need the cooperation of the staff members which will require performing standards and complying with no little than efficient with money management and to produce useful things for practical purposes that can improve the organization. It is essential for all employees to be in compliance of the changes and embrace them.
There may be some individuals who may show intransigence to these changes form an assortment of origins, in which can be located inside or outside in the successful implementation of the chieftain of modification process (Mark, 2007).
The change process in the organization that was not fulfilled and proving unsuccessful in the Concord Bookshop. In event of the unfinished processes of change there were harsh confrontations among the personnel and the titleholders. The misconception of the proclamation of the arrival of a new general manager, made the staff uncomfortable, even though no staff members were dismissed from their positions and no reduction of pay took place. They feared individuals would be asked to step down from their positions to other positions. Administration made drastic judgments on when the implantations would take place, without acknowledging the effect it would have on the staff and they would feel about those changes (Mehegan, 2203).
In the Kurt Lewin’s Change Model there are three phases to consider, but out of the three the unfreezing Stage is the most important and the most difficult to process. The Unfreezing Stage can cause Staff members to take notice of the information, discard it as unconnected, and allow blame to be placed on the conduct of others. Neglecting or disclaiming the justifications for the modifications within the organization will only create greater resistant from the employees.

References
Mehegan, D. (2003). “Tales of Woe at Concord Bookshop,” Boston Globe.
Spector, B. (2010). Implementing organizational change: Theory into practice (2nd ed). Upper Saddle River, NJ: Pearson/Prentice Hall.