ORGANIZATIONAL CHANGE MANAGEMENT

Running Head : ORGANIZATIONAL CHANGE MANAGEMENT
Organizational Change Management
Name of the Student
Name of the University
Author Note

2ORGANIZATIONAL CHANGE
Introduction
The change in the business context is an act of moving the company from the previous
position to the position of its desire. The change can be small but it is completely transformative.
There are usually three types of change in the business context- the transitional, the
developmental and the transformational change. A developmental change happens when a
business tries to improve a process or tries to refocus on its marketing strategy. The transitional
change occurs when there is an act of replacing major procedures with the new procedures for
betterment. Further the transformational change happens when there is a fundamental shift in the
way of operation of a company (Al-Ali et al. 2017. The management of change is required
because in today’ business world, the adoption of change is quite difficult but equally necessary
for organization. The Change management is actually a process which helps in making the
organization transitions quite easy. Specifically it is helpful in making the change, implementing
the change and the after actions of change smooth. It further helps in understanding, computing
and accepting the changes in the business environment. Change management is important
because it is a formal method through which communication with the employees can be done. It
actually tells them about the reason for the change, the factors of change, the improvements of
the change and how the company is going to benefit at the end (Cameron and Green 2019). The
strategy of keeping the employees informed from the beginning helps in smoothing the transition
and shortening the time. Notably when the employees are quite open to change, they are more
engaged in the whole method of making it happen. The time when the employees are more

3ORGANIZATIONAL CHANGE
engaged, the transition can happen quite smoothly and save the organizational resources and
time.
The organizational change definitely disrupts the process of organization life in terms of
the reporting lines, the interpersonal relationships, the employee and work unit, the group
boundaries, social identities and others. Change is always implemented for positive reason but
the employees often respond negatively towards that change and found to be registering the
change to many ways. The resistance can be linked with the increased pressure, the uncertainty
of the employees and the stress. During the organizational change, there can be situations where
a group of employees might be resisting the change because they are concerned and anxious
about the new roles the skills and relationships which are important for the employees (De
Massis, Wang and Chua 2019). For example, some employees might have trouble in this
engaging from the old organization because they feel a sense of loss with letting go the old
customs, the structures, rules and methods. With another example it can be shown that in a
context where two organizations are merging, the change outcomes and the perception of the
change are connected with the three components of the resistance to change. On the other hand
there can also be a group of employees that supports the change because they would get a new
environment of work with new rules and customs. These types of employees do not hesitate in
accepting the new ambience and adapting the updated technologies and advancements.
Sometimes, the position of an employee is also taken seriously to such an extent that in the rush
of saving the position, the employees resist any type of new implementation of policies in the
organization. Therefore, it can be seen that the way employees will react to the change either
positively or negatively is depended on the way he or she sees the organization, its values with
updated or age-old perceptions.