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Organizational Change Management
ORGANIZATIONAL CHANGE MANAGEMENT
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Organizational Change Management
Introduction
One of the major challenges facing modern-day organizations is change management. These
changes include globalization, acquisition of modern digital technologies and virtual
connectivity, embracing new human resources information management systems among
others. Change management is a discipline that enables the individual to transit smoothly and
successfully to be able to adopt the new change (Lewis, 2016). While many of these changes
usually bring about positive impacts to the company, most of the individuals do not easily
embrace them because most of the people are status quo biased (Bolman, 2017). As a result,
therefore, it becomes imperative to develop change management strategies. This paper
reviews three articles concerning the subject and later critiques them.
The first article
The article goes by the name “Dominant, Emergent, and residual culture: the dynamics of
organizational change.” It was published by Jane Bryson. The primary aim of the article was
to was to “introduce a practical conceptual tool for analyzing the dynamics of cultural change
in organizations.” In her article, Jane found that “the analysis framework identifies the
paradoxes and potential tension of how ongoing development of the organization.” She says
that that finding has been able to question as well as clarify in cases where choices need to be
made (Kerzner, 2017). The paper was able to give an accessible and reflective approach and
framework that brings about viewing an organization in different perspectives, i.e., the
evolutionary, dynamic, contextual as well as nuanced organizational view (Buchanan, 2015).
In the paper, the idea of Raymond Williams showed that the idea of a wider audience of an
organization could be adapted to improve the accessibility of complex accounts of
organization and culture.

Organizational Change Management
Critique
The author of the article has taken much time to garner enough evidence to support the
arguments in the paper. The methodology used, the relevant illustrations as well as the
comprehensive analysis was up-to-date and made the paper more appealing, understandable
and tangible (Grosser, 2016). The concept of the article, analyzing the cultural change in an
organization is very imperative and usable in the modern day organizations because the
problem tackled in the paper applies to the contemporary organizations. As a result, therefore,
the article has contributed a lot in the shaping of the organizations that operate today (Kezar,
2016). Its insight can enable scholars, as well as other interested researchers, invest more in
the subject for showing its importance as well as a flawless exploration of the same. While
the paper has proven very imperative in the organization, it still has flaws that ought to be
corrected. For instance, it looks ag organizational change in only the cultural perspective
giving a blind eye to the political, economic and technical perspective. Therefore, it acts as an
eye opener and not a complete research paper.
Second article
The title of the paper is “A theory of the effects of advanced information technologies on
organizational design, intelligence and decision making.” It was written by George P. Huber
from the University of Texas at Austin. The paper was aimed at “setting forth a theory of the
effects that computer-assisted and design-aiding technologies have on organizational design,
intelligence and decision making” (Ullrich, 2016). The paper focused on changes that are
technology oriented that influence quality and timelines rather than those that affect the
production of commodities (Meyer, 2016). The author found that there are two characteristics
of information technologies that affect an organization. These are basic characteristics
relating to the capacity of data storage, transmission as well as processing capacity and

Organizational Change Management
advanced characteristics properties which involve advanced technologies. The author
concluded that organizational design, intelligence, and decision making is dependent on the
exchange of information amongst the organization stakeholders. Organizational intelligence
dictates the nature and the speed of decision making.
Critique
The article covers fundamental aspects of organizational change. Many organizations are
suffering from none to help as a result of poor strategies in managing and understanding
organizational change as a result of lack of enough knowledge (Kiefer, 2015). This paper has
handled the critical aspect of organizational change because individuals ought to get an
explanation on how information technologies affect the design, intelligence, and decision-
making process. Wisely, the author has gathered enough evidence from other research papers,
articles, and journals in the zeal of supporting the facts and arguments therein. The subject
covered was imperative and relevant to modern day organizations because it focuses on the
use of fast-growing digital technologies and virtual connectivity (Dyer, 2015).The only
evident flaw of this paper is ignoring the productivity part of the organizational change which
is the main aspect that keeps an organization moving by providing profits and necessary
finance to run and manage an organization.
The third article
The article is titled internal journal of project management and its main aim was showing
“that the integration of project management and organizational change is now a necessity.” It
was written by Henry A. Hornstein. The author argues that use of projects in an organization
brings about major changes that often lead to success (Buck, 2015). He further argues for the
importance of “culture, self-management, people management as well as self-discipline,
participatory decision making, customer focus and less bureaucracy.” The paper found that

Organizational Change Management
regardless of the increase in the efforts of identification of more social and psychological
frameworks to project success, strategic change implementation has proven a real business
problem which can hardly be focused by solely focusing on the project. He says that
organizational change management is continuing to have a small representation the literature
of project management (Betancourt, 2015). The paper concluded that “change is an inevitable
consequence of project implementations” and that the change management affects the success
of the project. As a result, it suggested that the competition between change and project
managers is not productive and thus acts as a stumbling block towards the success of the
project.
Critique
The author has covered a very vital topic that universally cuts across all organizations in the
contemporary world. The fact that integration of organizational change and project
management is very critical is an indisputable fact (Avey, 2015). One of the major reasons as
to why most of the organizations are failing in the modern world is not establishing the
importance of the integration. It is a key necessity in every organization because it provides a
platform for organizational success (Cameron, 2015). The author has adequately supported
the arguments in the paper with tangible evidence that is in a position to hold water. The
author has reviewed several articles on the same subject, and the insight so acquired has
shone light into the organization management world and given limelight and curiosity of
further research to researchers as well as business scholars. Even though the paper is
apparently comprehensive, it does not give clear guidelines on how to develop a framework
or the approach to use to integrate both the project management and change management
teams to bring about success. Such guidelines could have prompted immediate action from
the organization’s organizational level.

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Conclusion
From the literature review conducted above, it was evident that there are varying causes of
organizational change. Similarly, there are some solutions as far as organizational change is
concerned. The authors have shown the importance of change management for the success of
an organization which is true. It has been found that organizational change is quite healthy in
an organization because it promotes growth and diversification. However, organizations
ought to develop workable strategies for managing the change to be able to benefit from it.

Organizational Change Management
References
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Buchanan, D., 2015. No going back: A review of the literature on sustaining organizational change.
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Buck, T., 2015. Long-term orientation and international joint venture strategies in modern China.
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Grosser, T., 2016. Employee Perceptions of Network Change Following an Organizational Change. In
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Kerzner, H., 2017. A systems approach to planning, scheduling, and controlling. Project
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Meyer, J., 2016. Employee commitment and support for an organizational change: Test of the three‐
component model in two cultures. Journal of Occupational and Organizational Psychology, 5(8),
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Ullrich, J., 2016. Continuity and change in mergers and acquisitions: A social identity case study of a
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