ORGANISATIOAL CHANGE - ESSAY.

ORGANISATIOAL
CHANGE - ESSAY

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
TITLE: The ability of organisations to adapt their strategies to an ever-changing, and
sometimes volatile, business environment is critical. Therefore, how can organisations predict,
meet and gain competitive advantage via emergent and planned change initiatives’?..........1
CONCLUSION................................................................................................................................5
REFERENCES................................................................................................................................6

INTRODUCTION
In the modern era, the business environment is acknowledged to be uncertain, turbulent
and hyper competitive. In this relation, the decision making parties are often found to be
struggling to get stability while unpredictability of making use of planned change initiatives as
well as techniques (Deschamps and et. al., 2016). This is done while having comprehensibility of
the requirements for flexibility and agility to exercise emergent changes with a view to ensure
sustainability of the firm in market place for a long time (Michel, 2014). Taking this into
account, the following essay takes into account the planned organisational change methods in
contrast to emergent developed as a result of extensive rivalry as well as economic
destabilization.
MAIN BODY
TITLE: The ability of organisations to adapt their strategies to an ever-changing, and sometimes
volatile, business environment is critical. Therefore, how can organisations predict, meet
and gain competitive advantage via emergent and planned change initiatives’?
Companies are largely coming aware of their connectivity with one another and to the
international environment. Owing to the inflating complexities of global business context,
corporate change initiatives are required to be reanalysed (Za, Ghiringhelli and Virili, 2020).
With a view to ensure sustainability within such complexities and turbulence, it is required by
companies to maintain a balance in between the structural, conventional and prearranged change
methods with the uncertainty and occurrence of new approaches with passage of time (Bourne,
2015). In the modern era, business operations are being conducted on a global scale at a rapid
pace. This is why the changes that occur within the business environment become unpredictable
and unmanageable by the organisation pertaining to corporate sector. The only thing that can be
predicted in future context is that it would be more complex, fast paced and diverse in terms of
cultures (Nast, 2020). As per a study conducted by IBM, it can be said that companies now look
upon themselves as being less stable and enduring (Between planned and emergent change:
decision maker’s perceptions of managing change in organisations, 2019). As a result of this,
they have become more “work in progress” as opposed to the constant and rapid changes taking
place within the confines of business environment. The idea of change being continuous has
become apparent with the passage of time. However, it is still seen by practitioners as disruptive
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and associated with resistance, fear of unpredictability and loss of security. In this relation, the
main role of leading and managing change is held by leaders and managers of an enterprise who
get indulged in effectively managing emergent as well as planned change initiatives. In this
regard, it can be said that effective leadership and management within a corporation realise the
significance of applying both within the boundaries of a company (Anderson, 2016).
As per the point of view of majority of authors, change has now become an integral part
of all the companies operating across the confines of globe (Boissières, 2020). The significance
of bringing about changes within an entity owes to the changes taking place within the social
process such as values, beliefs, ideologies, assumptions, preferences and tastes of population.
This happens because constant advancements take place within technologies and systems used in
an entity aligned with which the needs and wants of people prevailing within a nation also keep
on evolving. Further, it is seen that economic conditions of a country are not always uniform and
thus keep on changing with the passage of time (Amburgey and Singh, 2017). It is important for
an organisation to stay consistent with the macro environmental scenarios in order to ensure its
sustainability in market place for a long period of time. This takes place when the leadership and
management of such corporation intend to conduct regular research about market place so to
develop strategies and approaches that can deal with the adverse situations persistent in business
environment (Park and Kim, 2015). These strategies and approaches are regarded as change
initiatives in context of corporate sector and are acknowledged to be essential for a firm to gain
competitive edge within the specific industry.
Another perspective which is presented by researchers and authors for incorporating
changes within a company is that it provides aid to an entity in dealing with extensive rivalry
prevailing at market place (Garcia-Lorenzo, 2020). With a view to handle the excessive rivalry
persistent within the specific business sector, a business organisation is required to adapt to the
latest technologies and systems, develops products and services as per the needs and wants of
people at market, operate in an environmental friendly manner (Elstak and et. al., 2015). Further,
changes are also incorporated within a firm to appeal to the audience in a better way and to
develop healthy relations with them. To facilitate this, alterations are brought within the
marketing and promotion practices as well as activities adopted by an entity to gain the attention
of a larger base of audience. This assists the corporation in fostering growth as well as
development and getting the opportunity to inflate its current market value and share.
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The biggest constraint to execution of change within an entity is the development of staff
resistance as well as the dissatisfaction caused among the workforce as a result of shifting them
from traditional to new practices (Will, 2015). However, once the change is accepted by the staff
members of a corporation, it becomes a growth and development opportunity for the firm. It aids
the entity in meeting the needs and demands of customers and builds a positive image of
corporation in the mindsets of people.
Change initiatives as explained in brief earlier also, are of 2 types, namely, emergent and
planned. With respect to planned change initiatives, it can be said that effective leadership is the
key to this. To execute this in an effective manner, companies across the globe make use of
change management models as they provide guidance as well as direction to the firm in relation
to the manner in which the alteration has to be managed within the confines of entity (Buono and
Subbiah, 2014). There are various change management strategies, models and approaches that
are applied by an enterprise with a view to ensure that the alteration takes place in an effective
manner and does not lead to generation of any kind of complexities within the boundaries of
firm. In order to understand the implementation of planned change initiative at work place,
Lewin's change management & McKinsey 7S models are taken into use (Vakola, 2014).
For instance: The below discussion is done by taking into consideration an emergent
change taking place within the business environment as a passage of time. The emergent change
is acknowledged to be technological advancements which are being introduced by Marks &
Spencer to automate the business operations (Shin and et. al., 2015). The execution of this
change within the respective corporation would be done by way of usage of Lewin's model of
change management. This is briefly described as follows:-
Lewin's model
It is one of the most important and popular approaches that is used by a company to
manage the changes and its impact over the organisational goals and objectives (Malinovski and
Krstevski, 2020). It includes three stages of change management which are briefly described as
follows:-
Unfreeze: It is first step of change management that focus on preparing organisation to
accept the changes occur within the entity (García-Piqueres and et. al., 2020). Mainly, it includes
denial, uncertainty, doubt and impatience. In this regard, it is crucial for Marks & Spencer to
disclose or explain why change process is implemented within the organisational premises. By
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this, employees can easily accept the changes within the enterprise and handle it effectively
(Brunning, 2018).
Make change: It is also an effective and important stage of managing changes within the
company. Mainly, in this change is implemented within the short period of time. Along with this,
it also refers to the move stage as it related to a ripple effects within the organisation. Under this
stage, worker is aware towards the importance of change in quick manner (Hosking and
Anderson, 2018). With the assistance of this, Marks & Spencer can easily manage changes
within their business activities and also improve the chances of attaining positive outcomes.
Refreeze: After the changes has been implemented, workers are responsible for reverting
towards the old changes within the corporation (Siakas, Georgiadou and Siakas, 2020). With the
help of this stage, Marks & Spencer makes proper arrangement that helps in evaluating,
monitoring as well as adjustments of all the changes and its impact also. Hereby, changes are
made an integral part of the corporation.
Thus, through planned as well as emergent change initiatives, companies operating
across the global periphery predict, fulfil and attain competitive edge in market place (Tear and
et. al., 2020). When the collaborative efforts of employees are aimed at effective execution of a
change, an entity develops as a whole. This helps in attainment of goals and objectives of the
corporation in a timely manner for the welfare of company at international scale.
McKinsey 7s Model
It is also an important change management tool that helps in analysing the organisational
activities for managing the alterations taking place within the establishment (Rutherford, Hills
and Le Tissier, 2020). It is applied in various situations with the aim of facilitating organizational
changes by implementing new and effective strategies. It includes 7 key internal elements that
support as well as allow company to attain their set goals and objectives in stipulated time frame.
All the key elements of this model are as follows:
Strategy: It is consider as an effective plan that develop by corporation to attain sustain
competitive advantage at market place (Hoyle, 2018). In this company needs to implement an
effective and suitable strategy so that long term objectives can be easily attained.
Structure: It refers to the department and unit if the entity that includes while managing
the changes. As it positively support in reducing the chances of arising issues at workplace
(Lewis, 2019).
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Systems: It is process of enterprise which reveal day to day activities of company that
help in making and effective decision at the time of managing changes at workplace (Schein,
2015).
Skills: These are the abilities that required by the firm to perform their task and activities
(Maimone and Sinclair, 2014). Mainly, it is related to the capabilities and competences that help
in managing entire activities within the company.
Staff: This type of element is related to the staff members that concerned with the
employees and also analysis about required workers within the company (Nohe and Michaelis,
2016). It also evaluate that how they will be motivated and rewarded to perform their task.
Style: It is related to the activities in which company is responsible for adopting an
effective and appropriate leadership that help employees to managing the chances within the
company (Kaufman, 2017).
Shared value: It is one of the core aspects which are related to the norms and standard
that help in guiding company action and employee behaviour as well (Maheshwari and Vohra,
2015). Mainly, it shows the corporate culture and general work ethics within the company.
In relation to emergent change initiatives, it can be said that emergent change theories
emphasize upon the processual nature of organising alterations (Jabri, 2017). In this regard, it is
essential that leadership and management is effective enough to ensure that such kind of changes
do not have a negative impact upon the operations of business entity.
CONCLUSION
On the basis of above discussion, it can be said that changes are a necessary component
of every enterprise as they are aimed at fostering the growth and development of corporations.
Also, it has been analysed that change initiatives are of 2 types, namely, emergent and planned.
Through the execution of both, leader and manager of an enterprise ensure that the operations of
firm are aligned with the situations prevailing within the business environment. In addition to
this, it can also be said that change management models are key to effective implementation of
alterations within the confines of an entity.
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REFERENCES
Books and Journals
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Anderson, D. L., 2016. Organization development: The process of leading organizational
change. Sage Publications.
Bourne, B., 2015. Phenomenological study of generational response to organizational
change. Journal of managerial issues. pp.141-159.
Brunning, H., 2018. A manual of organizational development: The psychology of change.
Routledge.
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Responsibilities and Organizational Change Capacity. Organization Development
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Deschamps and et. al., 2016. Transformational leadership and change: How leaders influence
their followers’ motivation through organizational justice. Journal of Healthcare
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enhancement and uncertainty reduction motives during a major organizational
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Vakola, M., 2014. What's in there for me? Individual readiness to change and the perceived
impact of organizational change. Leadership & Organization Development
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Online
Between planned and emergent change: decision maker’s perceptions of managing change in
organisations. 2019. [Online]. Available Through:
<http://eprints.lse.ac.uk/29866/1/__libfile_REPOSITORY_Content_Garcia-Lorenzo,
%20L_Between%20planned_Garcia-Lorenzo_Between%20planned_2014.pdf>.
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