HRMT19020 Organizational Change Report: CQU, Term 2, 2019

This report delves into the multifaceted realm of organizational change, addressing the critical need for businesses to adapt to a rapidly evolving environment. It begins by defining change management and highlighting its importance in today's dynamic world. The report explores various theories and approaches to organizational change, categorizing them into classical, behavioral, and quantitative approaches, while also acknowledging the high failure rate of change initiatives. It further examines the human side of change, identifying common pitfalls such as resistance and poor communication. Real-world case studies, including the failures of Kmart and McDonald's, are used to illustrate the consequences of ineffective change management. The report concludes with recommendations for successful change implementation, emphasizing the need for proactive adaptation, clear communication, and employee involvement. The report suggests that organizations need to revise their policies regularly to stay updated with the changes and also adopt new technologies to have a more productive outcome from the employees.

Running head: PERSPECTIVES ON ORGANIZATIONAL CHANGE
Perspectives on Organizational Change
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PERSPECTIVES ON ORGANIZATIONAL CHANGE
Executive Summary
This report on Perspectives on Organizational Change addresses the issues faced when by an
organization due to this fast paced world where every next day something new has been invented
or innovated. This difference eventually leads to a situation where it becomes necessary for the
organization to develop according to the current requirements. The subsequent examination and
assessment of organizational tasks and methodologies offer a convincing look at the
organizational plan and also give a stage to future discussions of hierarchical advancement and
change management.

PERSPECTIVES ON ORGANIZATIONAL CHANGE
Table of Contents
INTRODUCTION...........................................................................................................................4
DISCUSSION..................................................................................................................................4
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

PERSPECTIVES ON ORGANIZATIONAL CHANGE
INTRODUCTION
Change management in other words is the process of ceaselessly reinstating an
organization’s course, structure, and capacities to serve the consistently changing needs of the
internal as well as the external clients (Kitana, 2016). It is indeed true that we tend to sleep in a
world that is perpetually dynamic, and this transformation has an effect on the people and on the
association as well. Here the organizations need to explore the future in order to search out for
new favorable benefits. New innovations, new items, new opponents, new rules and guidelines,
and new individuals with fresh qualities and experience is the demand for todays advanced
organization. As of late, the organizations are needed to make changes in order for them to
survive in this competitive world. It is imperative to retort quickly to the cutting edge innovative
progression and rivalry to the internal and the external levels. Amendment is outlined on the idea
of development and growth (Kitana, 2016). All things considered, hypotheses and ways to deal
with the management are frequently clashing, ailing in empirical proof and based on undisputed
suppositions about the idea of the contemporary organizational change management. This paper
takes a gander at a portion of the primary hypotheses and the ways to deal with hierarchical
change management as a vital move towards building another system to oversee the change.
DISCUSSION
Change is currently viewed as the greatest test for all intents and purposes all organizations,
private and public, huge and little - however particularly for huge, well-established 'complex
versatile' associations (Mitchell, 2013). Change is all over and the ratio and speed of it are all
universally figured to increment. The move from opposing to acknowledgment passes through
different phases, and there should be unending backing that mirrors those phases. The primary

PERSPECTIVES ON ORGANIZATIONAL CHANGE
comeback is ordinarily to doubt and a strong prerequisite for the exact data. Later, the
individuals experience different sorts of feelings – atrocity, misfortune sentiments, misery, for
example, besides they also want a substitute sort of support (Elsmore, 2017). When they arrive at
acknowledgment, the individuals have to locate their own specific manner of creating the
essential changes, and they might need support while doing the same. In all the phases, there has
to be flawless communication of the vision, the focal points and the ideal changes that it will
bring about (Elsmore, 2017). Making a nimble organization from a drowsy one is the sort of
progress that will most likely take a time of experimentation, of prototyping, and of the
advancement of long haul capacities. In the organizations which are progressively sorted out
around assignments, simple ability at running tasks is never again adequate—a lot more
prominent degree of dominance is required (Gibbons, 2015). At the most astounding level, the
business must exceed expectations at dealing with an arrangement of projects, the manner in
which a venture director deals with an arrangement of securities. Any extreme change, from
change-fragile organizations to change-nimble ones, requires an all-encompassing way to deal
with change, one that mirrors the structure and elements of complex frameworks.
There is a constant burden on the organization’s to receive new advancements, they
constantly have to be aggressive and amend their system every now and them for them to be able
to survive. The circumstances where regular methodologies could be constructively connected
have become occasional. "Stable states" are an illusion; intermittent, problematic change is now
well-known (Georgalis et al., 2015). Organizations should just relentlessly alter themselves
according to the surroundings either by retorting to outside occasions or else by proactively
developing the business. By means of invention, economies, governments, socioeconomics, and
enmity all tend to evolve quickly, it is literally anything but a question of whether the

PERSPECTIVES ON ORGANIZATIONAL CHANGE
organizations should transform yet of how and in what course they would change (Georgalis et
al., 2015). This is notable, yet at the same time, a lot of change activities disregard to accomplish
their aims (Bamberger et al., 2012). The duty of the change management proficient is to assist in
preparing the customer organizations for sporadic changes and also to aid them through
occurrences which might be particularly confusing (Bamberger et al., 2012). The executives
have been influenced by a few disciplines, for example, humanism, financial troubles, civil
theory, human sciences, brain research, and writing too. Due to such multidisciplinary effects,
contrasts are present in the characterization of methodologies (Hollow, 2014). Nevertheless,
approaches to change management can be broadly categorized into three categories: Classical
approach, behavioral approach and lastly the quantitative approach (Gibbons, 2015). The first
approach that is, the classical approach was formulated in three different ways and was
renowned by its prominence on discovering a way to get the work done faster by each employee
(Bamberger et al., 2012). This is followed by the behavioral approach or the neo-classical
approach which involves the concept of human behavior and focus on the humans present in the
organization (Bamberger et al., 2012). At last is the quantitative approach which is also known as
the modern approach and it involves the use of modern techniques to resolve the managerial
issues (Mitchell, 2013).
It is seen that the statistic for failure of organizational task keeps on fluctuating near 70%
(Anderson et al., 2015). Organizational change cannot be achieved easily. Be that as it may,
numerous organizational change endeavors neglect to arrive at their goals (Anderson et al.,
2015). In spite of prevalent thinking, the most serious hazard for disappointment or sub-
streamlining is quite the human side of the condition, not the technical side. Based on the most

PERSPECTIVES ON ORGANIZATIONAL CHANGE
recent couple of years of change management, it is very well seen that a lot of imperfect human
side issues have prompted bombed endeavors at change. Here are a couple of models:
 End clients do not receive new procedures or use workarounds as opposed to
acknowledging new devices/techniques hence, operational efficiencies are not understood
 There prevails powerless responsibility in the center layers of the organization for
execution achievement (Gibbons, 2015)
 The opposition created from the level of work interruption is left unmanaged and it
eventually hinders change
 Old fortifications are applied which do not coordinate with the new desires
 Pioneers at all levels do not play a functioning job in change execution
To conclude, readings have demonstrated that authoritative change is inhibited by both inner
and outside drivers to deliver new items, services and business tactics to transact with and fulfill
the disputes of clients (Grant, 2014). By inspecting the related writing on hierarchical change
management and bearing in mind various perspectives and contentions associated with the issue,
it can be noted that resistance from change is a significant motivation to consider in any change
procedure, since a suitable management of resistance is the answer for a fruitful change.
Figure 1: Impact of Organizational Changes

PERSPECTIVES ON ORGANIZATIONAL CHANGE
Kmart's abrupt collapse has reignited inquiries regarding whether there is room in the $15
billion markdown retail chain advertise for three noteworthy chains (Anyieni & Kwamboka). As
buyers move away from shopping in retail chains, abroad retailers, for example, Uniqlo has now
gained a piece of the overall industry and Myer descends in the market, the discounters Kmart,
Target, Big W as well as their littler opponent Best and Less are attempting to expand deals and
income at the same time (Amankwah-Amoah, 2016). In the wake of beating Target and main
opponent Big W for 23 back to back quarters, Kmart's equivalent store deals fell down to almost
0.6 percent, hauling income from the Wesfarmers' retail chain division down around 5 percent. It
can be seen that Kmart's torment acted as a win for Target and Big W (Anyieni & Kwamboka).
It is indeed true that delicate retail conditions act as a factor yet, industry criticism proposes that
Big W might have made progress in a market which has all the earmarks of being unreasonably
little for a group of three players.
Another such example of a failed organizational change is McDonalds. The organization had
so much achievement that its failures was barely noticeable. Perhaps the greatest disappointment
was its endeavor to be creative to the detriment of productivity and dependability, its best-known
characteristics (Anyieni & Kwamboka). Each burger and group of fries is made in a similar way,
which kept its sustenance quick, dependable and economical. McDonald's error initiated with an
inability to grasp the essentials of adjustable leadership. Here, the initiative put a great amount of
emphasis on development that it deserted to observe how rolling out remarkable improvements
to its nourishment planning could frustrate its capacity to keep up speed and minimize expenses.
Accepting that clients needed more personalized orders, the head upgraded the organization's
whole sustenance planning framework to present an idea called "Made for You” (Nordin et al.,
2012). This involved burgers cooked to arrange with naturally roasted buns. This required costly

PERSPECTIVES ON ORGANIZATIONAL CHANGE
hardware overhauls, so it hindered hold up times. In the event that McDonald's service had set
apart the effort to collect criticism and tried the idea all the more at a go before moving it out, it
would probably have observed that it misinterpreted what clients needed.
CONCLUSION
Change is an activity which every single organization needs to imbed, to upkeep and
contend in this changing condition and to be flexible in all perspectives. The organization and the
individuals in it must be focused on the procedure of progress and make constructive strides
towards the new statures, manageability, and benefit. Possibly, making certain the broad interest
of employees at all levels in the change system could be the most ideal approach to dodge
confrontation from hierarchical change. Besides, it has been resolved that people oppose change
for the most part from the perception of misfortune, vulnerability, and dread about whether it
will benefit them, associations should clarify the goals of change sequence to every one of the
stakeholders in order to get the help for performing on change. The most significant message
here is that a change-coordinated organization cannot be made by a solitary variable change,
either to Human Resource forms, to a hierarchical structure, or to outlook and practices.
RECOMMENDATION
It is recommended that –
 The organization should frequently revise its policies to stay up to date with the changes
happening around
 The organization must adopt new technologies to obtain a more productive result from
the employees
 The change must be clearly defined and match the goals

PERSPECTIVES ON ORGANIZATIONAL CHANGE
 Training must be given to individuals to adept with the changes

PERSPECTIVES ON ORGANIZATIONAL CHANGE
REFERENCES
Abel Anyieni & Damaris Kwamboka (2015) Determinants of Successful Implementation of
Strategic Plans in Secondary Schools in Kisii County, Kenya, International Journal of
Professional Management (IJPM)10 (3), 1-11
Amankwah-Amoah, J. (2016). An integrative process model of organisational failure. Journal of
Business Research, 69(9), 3388-3397.
Anderson, D. R., Sweeney, D. J., Williams, T. A., Camm, J. D., & Cochran, J. J. (2015). An
introduction to management science: quantitative approaches to decision making.
Cengage learning.
Bamberger, S. G., Vinding, A. L., Larsen, A., Nielsen, P., Fonager, K., Nielsen, R. N., ... &
Omland, Ø. (2012). Impact of organisational change on mental health: a systematic
review. Occup Environ Med, 69(8), 592-598.
Elsmore, P. (2017). Organisational Culture: Organisational Change?: Organisational Change?.
Routledge.
Essays, UK. (November 2018). Critical Analysis On Organizational Change Management
Management Essay.
Georgalis, J., Samaratunge, R., Kimberley, N., & Lu, Y. (2015). Change process characteristics
and resistance to organisational change: The role of employee perceptions of
justice. Australian Journal of Management, 40(1), 89-113.

PERSPECTIVES ON ORGANIZATIONAL CHANGE
Gibbons, P. (2015). The science of successful organizational change: How leaders set strategy,
change behavior, and create an agile culture. FT Press.
Grant, A. M. (2014). The efficacy of executive coaching in times of organisational
change. Journal of Change Management, 14(2), 258-280.
Hollow, M. (2014). Strategic inertia, financial fragility and organisational failure: The case of the
Birkbeck Bank, 1870–1911. Business History, 56(5), 746-764.
Kitana, A. (2016). Overview of the managerial thoughts and theories from the history: Classical
management theory to modern management theory. Indian Journal of Management
Science, 6(1), 16.
Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing
Management, 20(1).
Nordin, N., Deros, B. M., Wahab, D. A., & Rahman, M. N. A. (2012). A framework for
organisational change management in lean manufacturing implementation. International
Journal of Services and Operations Management, 12(1), 101-117.