Managing Organizational Change

Executive Summary
The Centers for Disease Control and Prevention’s mission is “collaborating to create the expertise, information, and tools that people and communities need to protect their health – through health promotion, prevention of disease, injury and disability, and preparedness for new health threats” (Timony, 2001). CDC seeks to accomplish its mission by working with partners throughout the nation and the world to monitor health, detect and investigate health problems, conduct research to enhance prevention, develop and advocate sound public health policies, implement prevention strategies, promote healthy behaviors, foster safe and healthful environments, provide leadership and training. The vision of Centers for Disease Control and Prevention is “Health Protection…Health Equity”. Their core values includes: accountability, respect, and integrity. The Centers for Disease Control and Prevention - a large federal department that employs mass number of employees coming from various regions of the United States, believes that the very reason why a great deal of attention is given to changes is that changes can affect each individual in the organization, the organization and the environment as a whole if not properly addressed. According to the department secretary, once change is inevitable in an organization, all the rules, the culture, the policies, and the programs that have been built over time would be disrupted and could create imbalances leading to conflicts. The necessity to understand change, and the privilege of being able to quantify the system and the human factors that is affected by change, would prove useful in maintaining focus of the organization’s goal and visions. Simply put, when changes in an organization are pursued, two categories changes, the individual and that of the organization. In brief, to