...Why Organizations Change James De Gagne MTG/380 November 22, 2011 Tammy Walker Why Organizations Change Organizations change for different reasons, external pressures, the change in the economy, new product line, global influence, or internal pressure, a new business strategy, a change in the vision, or mission statement, reorganization, or acquisitions. When an organization changes the people within the company must also transition. Transition means a person has to let go, say goodbye, and live outside his or her comfort zone. To illustrate an organizational change I choose Budget Panels and their employees as an example. Budget panels went through a series of eras. The final era was the acquirement in 1986 by Hon Industries. This acquisition brought many transformations in the company, for the employees as well as new pricing, products, and services. This paper will follow Budget Panels transitions; describe the change transition curve, and the influence of global and internal environments. First, a small summary of how Budget Panels was originated and the organizations transition into the final era. Budget Panels was created by entrepreneur Gary White. Gary started Budget Panels in the garage of his home in the early 1980s. The company produced office partitions. The organization quickly grew and evolved from an entrepreneurial business to a professional management structure in a new location in Kent, Washington. The company also changed their name from Budget Panels...
Words: 1075 - Pages: 5
...Why Do Organizations Change? Organizational change is the movement of an organization from one state of affairs to another. A change in the environment often requires change within the organization operating within that environment. Change in almost any aspect of a company’s operation can be met with resistance, and different cultures can have different reactions to both the change and the means to promote the change. To better facilitate necessary changes, several steps can be taken that have been proved to lower the anxiety of employees and ease the transformation process. Often, the simple act of including employees in the change process can drastically reduce opposition to new methods. In some organizations, this level of inclusion is not possible, and instead organizations can recruit a small number of opinion leaders to promote the benefits of coming changes. Organizational change can take many forms. It may involve a change in a company’s structure, strategy, policies, procedures, technology, or culture. The change may be planned years in advance or may be forced on an organization because of a shift in the environment. Organizational change can be radical and swiftly alter the way an organization operates, or it may be incremental and slow. In any case, regardless of the type, change involves letting go of the old ways in which work is done and adjusting to new ways. Therefore, fundamentally, it is a process that involves effective people management. Managers carrying...
Words: 391 - Pages: 2
...1. Define why change control management is relevant to security operations in an organization. Change control is a systematic approach to managing all changes made to a product or system. The purpose is to ensure that no unnecessary changes are made, that all changes are documented, that services are not unnecessarily disrupted and that resources are used efficiently. 2. What type of access control system uses security labels? A LBAC Label-base access control 3. Describe two options you would enable in a Window’s Domain password policy. Uppercase letters along with lowercase and numbers 0-9 4. Where would patch management and software updates fall under in security operations and management? The SA or other authorized personnel are responsible for informing local administrators about patches that correspond to software packages included on the organizational software inventory. 5. Is there a setting in your GPO to specify how many login attempts will lockout an account? Name 2 parameters that you can set to enhance the access control to the system. Yes, you can augment the default access privileges for an access level. When you configure a user account, you can give the account one of three privilege levels: full access, port-configuration access, and read-only access. 6. What are some Password Policy parameter options you can define for GPOs that can enhance the C-I-A for system access? A good password policy should require passwords to be at least...
Words: 326 - Pages: 2
...internet, computers, cell phones, tablets, and Bluetooth devices. In addition, there is access to other informational resources such as newspapers, T.V., and radio. This technological growth have led to many important business and societal innovations such as the ability to spot business trends, prevent or treat diseases, fight crime, and much more. However, at some point this can become a destructive trend. Emerging research shows that while there are advantages to having so much information readily available, there is a struggle to process this information as fast as it arrives. While, information Overload is an increasing problem both in the workplace, and in life in general, it is a much more significant one for contemporary organizations as it can adversely affect productivity, decision-making, and employee morale. In addition, the abundance of information that is relished today comes at a big price. There are huge hidden cost associated with this information overload movement. Employees are being severely interrupted from normal business...
Words: 1405 - Pages: 6
...discusses John Kotter’s Eight-Stage Change Model and how it can be used as a guide when implementing change within an organization. The roles of various stakeholders including senior and emerging leaders, managers and employees throughout the eight stages are defined. In addition, factors which can contribute to a failed organization change initiative are discussed. Transforming an organization from a sub-optimizing enterprise of independently functioning departments to an organization that embraces cross-functional teams and customer centric integrated processes that focuses on delivering quality products and services requires a well defined and implemented plan of action. In addition, transforming an organization also requires a large amount time, financial resources and most importantly risk. Published success rates of some change management programs are as low as 10% (Oakland & Tanner, 2007). Shrinking profit margins and increasing competition both globally and locally require initiatives that are implemented by organizations to deliver the desired results. A number of organizational change models are available for an organization to use when transforming an organization. John Kotter’s Eight-Stage Change Model provides a framework that allows an organization the time needed to implement change as well as inclusion and participation of all stakeholders throughout the organizational transformation. John Kotter’s Eight-Stage Change Model is a “comprehensive implementation...
Words: 1284 - Pages: 6
...Organizational Change Rodney Hickson BUS610: Organizational Behavior Dr. Brand Bowler February 18, 2013 Change is essential to the longevity of all organizations. Without change a organizations faces the possibly of making their impact in their market place obsolete. But change inside an organization can often cause employees and management to be resistant to change. In many case this can be the result of internal and external factors which can be simplified down to personal and professional fears of how a change many affect their individual roles and responsibilities in an organization. Employees resist change for reasons of self-interest when they realize that levels of power, money, prestige, job security, and personal convenience are at stake. The sunk costs doctrine suggests that over time a person's investment in a company escalates—as pension funds accumulate and the person's allowed vacation time rises, along with their chances of being promoted or enjoying the benefits of seniority. These investments may in turn drive resistance to change as the employee seeks to maintain the status quo (Patti, 1974). Resistance can also be based on simply not understanding why a change has become necessary, such as when an employee who does not use social media does not understand why a Facebook page would be a good idea for a company. At times employees do not trust management's motives, in essence thinking or asking, "What are they really up to when they asked for this change?" Differing...
Words: 1120 - Pages: 5
...CHAPTER 1 * 1. 1- 1- Organizational Theory, Design, and Change Sixth Edition Gareth R. Jones Chapter 1 Organizations and Organizational Effectiveness * 2. What is an Organization? Organization: a tool used by people to coordinate their actions to obtain something they desire or value Organizations provide goods and services Organizations employ people Organizations bring together people and resources to produce products and services Basically, organizations exist to create value Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall * 3. How Does an Organization Create Value? Value creation takes place at three stages: input, conversion, and output Each stage is affected by the environment in which the organization operates Environment – the set of forces and conditions that operate beyond an organization’s boundaries but affect its ability to acquire and use resources to create value Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall * 4. Figure 1.1: How an Organization Creates Value Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall * 5. Why Do Organizations Exist? People working together to produce goods and services create more value than people working alone 5 major reasons why organizations exist: To increase specialization and the division of labor Division of labor allows specialization Specialization allows individuals to become experts at their job To use large-scale technology Economies of scale: cost...
Words: 985 - Pages: 4
...meeting would be 1) the organizations current strategy and future strategy given their want to expand nationally and globally - I’d need to understand the organizations current strategy and future strategy so I could tailor my presentation because no two organizations are the same and the process to implement PPM within the organization would be very dependent on the originations strategy. (Levine, 2005) 2) A breakdown of how the organization is setup and how teams operate within the organization - I’d want to know how the organization is setup and how teams operate so I could get the CEO and board of directors an idea of what it would take to implement PPM within their organization. 3) A breakdown of the current projects in the portfolio – I’d want to know what their current portfolio consists of so I could align it against their current and projected strategy and show which projects make sense to the organization and which don’t. 4) A breakdown of past projects which were successful and a breakdown of the projects that were not– I’d want a breakdown of project success and project failure so I could us PPM to break down how each project might have been more successful and how each failure might have been a success or why it wouldn’t have been allowed to be selected in the first place. 5) A breakdown of the criteria for how projects are chosen for their current portfolio – I’d want these criteria if any because it is very telling of how the organization is run. Is there an office...
Words: 1134 - Pages: 5
...external forces of change; leaders implementing changes within the organization; the models the leader by employ; the communication necessary to implement the changes; the resistances the leader might incur; and the strategies the leader might use to overcome the resistance within the organization. Synergetic Solutions wants to accomplish rapid changes within the organization and this will be no easy task without proper leadership within the organization to keep all involved and make the changes a reality. Internal and External Forces of Change Internal forces of change include poor financial performance and the need to increase profitability, employee dissatisfaction, and cultural differences within the organization (Robbins & Judge, 2011). The organization might not be performing as well financially as it could, which puts a strain on the organization to pay bills, order products, and meet payroll. An organization having poor financial performance will need to increase profitability to succeed. Employee dissatisfaction could lead to a decrease in production, which leads to a decrease in profitability. Culture may be a barrier to change when the “. . . shared values are not in agreement with those that further the organization’s effectiveness” (Robbins & Judge, 2011, p. 525, para. 2). External forces of change may be as devastating as internal forces of change. External forces of change include technological changes, political factors, competition, and changes in consumer...
Words: 1165 - Pages: 5
...The psychology of change: understanding the guiding principles of effective change management Most change management models in use today are in the form of a process or set of steps. In fact, the most effective processes or methodologies are based on research and the experiences of change management experts from years of trial and error in the field. However, the underlying lessons and principles that produced these change management processes and tools are not always clear to the practitioner (especially if you are new to the field of change management). In many cases, the guiding principles and lessons-learned are not even discussed as part of the model or tools. The result: you learn the how but not the why. The years of practical experience and knowledge that formed the basis for these processes are not readily available to a person trying to make them work in a specific situation. This new tutorial series goes beyond the activities and tasks of managing change for one simple reason: understanding the “why” makes you better at doing the “how.” Change management is not a matter of simply following steps. No two changes are exactly alike, nor are any two organizations. Following a recipe for change management is insufficient to drive business results. The right approach will be specific to the situation. If you do not understand the why behind your actions as a change management practitioner, changes can fail even when reputable change management processes are followed...
Words: 1907 - Pages: 8
...operation. Charlie Eitel, CEO of Simmons made the decision that the company had to make changes to its culture. A major change Charles Eitel contemplated was implementing the Great Game of Life (GGOL) program into the company. Introducing the GGOL program into the company will bring about positive changes to the company that will boost employee morale, employee performance, and subsequently improve the Simmons’ company. Simmons Background The Simmons Bedding Company is one of the biggest mattress and bed related products manufacturer in the United States. Simmons was founded in 1870, when Zalmon G. Simmons opened his first factory in Kenosha, Wisconsin. The company’s ability to mass produce beds since 1875 enabled the company to grow into one of the biggest companies in the United States (Casciaro & Edmonson, 2007). In the year 2001, The Simmons Company was facing hard times. It had lost three major customers, the US economy was suffering, and Simmons had to get rid of foam using for bed cushioning because it was bad inventory. In addition, Charles Eitel the CEO had discovered that there was friction between manufacturing plants and low morale throughout many of the company factories. Charles Eitel wanted to make significant changes to the culture of the Simmons Company. One of changes that has been debated is whether the costly Great Game of Life (GGOL) program should be implemented to change the company’s culture (Casciaro & Edmonson, 2007). The Great Game of Life (GGOL) The...
Words: 1669 - Pages: 7
...The Phases in the Organizational Change Process HCS/587 October 14, 2013 The Phases in the Organizational Change Process Spector (2010) stated “organizational change is typically initiated in response to a trigger event or a shift in the environment that precipitates a need for altered strategies and new patterns of employee behavior” (p.18). According to Spector (2010), to understand and analyze the dynamics of change it is important to sort out and distinguish the different approaches that can be taken. In chapter one Spector gives the reader insight into the Concord Bookshop, a bookstore that is in the process of implementing new changes. Spector (2010), states that “for the Concord Bookshop, the increasing penetration of online booksellers into the store’s market space triggered the requirement for strategic renewal” (p.18). Kurt Lewin developed a change model to assist organizations such as the Concord Bookshop with changes. There are three steps in Lewin’s...
Words: 797 - Pages: 4
...Organization Development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency, and/or to enable the organization to achieve its strategic goals (2015, Wikipedia). The understanding I now have of Organization Development came at a point in which I was personally experiencing it myself. As someone who has undergone a reduction in work force, this course helped me better understand why transitions happen in a company that is going through an economical or global change. As someone who has worked for over 30 years, I experienced this for the first time ever in my life. I did not quite know the gest of what it all meant because I did not have an understanding regarding this matter. This class has help broaden my understanding tremendously on how it is necessary to have an Organization Developer who can help a company go through the process and make it a smooth transition. From the first part of the class, we had an assignment whereas we had to interview someone who was experienced in the field of Organization Development. I chose the instructor because I realized that she had a background in OD and was well versed in the field with her many years of experience. With the experience the instructor has, she was able to emphatically speak about what companies should do upon their transition in order to keep the reputation of the company in good standing as well as help employees cope with the change and keep...
Words: 1281 - Pages: 6
...make the organization more profitable, this chairperson decided to restructure the entire organization. He realized that the best way to do this was through a change methodology management plan. Systematically, the company began reducing its workforce. But, before this was done, through his change management leadership, the chairman gave the company the reasons for the restructuring and privatization of the company in order to prepare them for the upcoming change. Thus, through leadership and communication, he directed his company through a difficult time that could have been disastrous without effective change management resistance communication Organisational Change Sample Paper Abstract An organization that has great strategies but does not have a culture that can allow it to put the strategy into action seizes to be a prosperous organization. The purpose of this paper is to look into how organizational culture influences success in change strategies. The paper will expound on what a culture in an organization is and explain the impacts of a company with a solid culture and one with a weaker culture on change. Introduction Organizational culture has various definitions according to different scholars. A company should change just as the environment does. That is according to management literature. In the course of globalization and internationalization, there came up technological advancements and the growth of scarcity of resources. The companies and organizations therefore...
Words: 2042 - Pages: 9
...Implementing Change in Organizations (Shift Happens) Research Paper MGT6681 Abstract As one of the key lessons in the book Who Moved My Cheese? points out, “change happens”; in fact, change may be the only constant in our lives. Some people thrive on change; others will avoid it at all costs – even if it costs them their livelihood. Because change is one of the major problems causing conflict and dissention in the organization’s most valuable resource, its employees, this paper will review some of the possible causes of resistance to change and how to overcome them. Specifically, this research will focus on these particular aspects of implementing change within an organization: Why change? Who avoids change, and why? How to overcome resistance and implement change. Nothing endures but change. Heraclitus Why Change? Possibly one of the biggest problems with implementing a change in an organization is the fact that employees may view the change as unnecessary. As an example, The Farm Bank case (Brown/Harvey, 2006) illustrates how change can go wrong when it isn’t analyzed for its costs vs. benefits, well-planned – beginning to end, or even needed to begin with. In this case analysis, the CEO decides that the company needs to implement a new MIS program to assist with increased productivity, long-term planning, and decision making. Although he has good intentions, he dives right into the project and even creates a new management position for...
Words: 1774 - Pages: 8
