Change in Management

Running head: CHANGE IN MANAGEMENT
CHANGE IN MANAGEMENT
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1CHANGE IN MANAGEMENT
Change is inevitable. An organization should frame a proper planning and a genuine
implementation of change is what every organization desires in order to remain competitive in
the ever evolving dynamic business environment. It has been found out that, due to
environmental dynamics in an organization, the changes in an organization are brought about.
The main reasons for organizational changes are not only environmental dynamics, but also
dynamics of the interior of the organization as well. The changes and development of an
organization is not only brought up by management teams spontaneously or in planned way, but
also by the influence of radical as well as influential leaders and executives who are eager to
bring in a change in the enterprise for further growth and development. Often, changes in an
organization is brought up with the intention of a better business prospect, solution or plans
which would help the organization grow organically as well as synthetically. However, it has to
be remembered that in order to bring organizational change, organizational management has to
play a pivotal role. The respective paper is an essay which introspects, analyzes and interprets
the changes that occurs in an organization in the most simplest as well as in the most
complicated methods and deciphers the causes, reasons and effects of such changes, while
signifying the importance of changes and modifications inside as well as outside the organization
in an analytical as well as introspective manner.
Change is reality and an inevitable fact. In order to understand what organizational
changes are, how it occurs and what are the levels of organizational changes, the definition and
significance of the term organization needs to be understood and revisited once again. In order to
know what an organization is, there should be a holistic approach towards observation where the
characteristics and systems of the organization are studied. Organization can be widely defined
as systems that have been created, framed and implemented to achieve common objectives or

2CHANGE IN MANAGEMENT
goals through people-to-people and people-to-work relationships (Jones and Jones 2013). Each
organization, no matter how significant or trivial it may be, has its own external and internal
environment that defines clearly the nature of the relationships according to the specific needs of
each genre. All organizations possess a management structure which is probable to assume and
determine relationships between the different activities and the members, and also divides,
subdivides and assigns the roles, responsibilities and authorities to carry out different tasks
within a framework. An organization can be called an open system that receives inputs from the
external environment, which they transform and modify into a desirable or an adequate output,
and give back to the external environment. Therefore, it can be aptly said that organizations can
be said to be totally dependent on their environment for survival, growth and development.
Every organization has an operating environment, and every organization possess an identified
and a permeable boundary that acts as an interface portal or a bridge of connection between it
and its operating environment. The activities of all organizations generally take place within the
said or the established boundaries set by the internal as well as the external environment of the
organization. An organization comes into being if and only if it has a purpose or a goal to be
achieved; otherwise, the whole concept of organization seems to be futile and useless. Since
organization is an open system of functioning, it is always, directly or indirectly, relied on
information, facts, data, figures and statistics in order to survive, thrive, grow and develop as an
organic being (Benn, Edwards and Williams 2018). The information, as mentioned above, can
come directly and indirectly from the external environment as feedback or any genuine
information or from the internal environment as informal groupings, direct as well as indirect
feedback from the internal teams and sources of the organization.

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Organizational change is both a universal as well as a relative term. Organizational
change can be termed as partial or total reception and adaptation of new ideas, concepts or
behaviors by the members of the organization which can lead to either progression or regression
of an organization. Some of the main and tertiary targets of organizational changes are changing
the vision and mission statements, organizational strategy, organizational cultures, organizational
structure, system, techniques of production and leadership style. Generally, the organizational
changes tend to occur when the organization receives pressure from the external environment
and when the need arises for internal alignment for structural defects. From a broader
perspective, it has to be remembered that changes refer to a system of continuous transformation
that takes place in one or more organizational domains, such as organizational structures,
technology and human resources. Organizational changes generally take place from problems
and fallacies noticed from environmental dynamism, which takes the form of series of activities
which are intended to support the process or method of improvement in the capabilities of
individuals and groups that work in an organization. Organization changes can be traced as a
consequence of changes in the business activities as well as the outcome of managerial
perceptions, actions, choices and preferences. However, certain theorists believe that
organizational change is equal to organizational transformation (Battilana and Casciaro 2012).
However, there is a thin line of difference between organizational change and organizational
transformation. It has to be remembered that change implementation is a rigorous activity as well
as a solemn endeavor. It also has to be remembered that, two-third of all organizational change
efforts does not succeed and is often mismanaged or certain unrealistic boundaries are set which
results in failure of such endeavor. Due to various difficulties and problem dynamics, several
changes or modifications in an organization does not succeed, however, it also has to be