Article Review on Organizational Change
Article Review
Patrick St. Louis
MGT-426
July 22, 2015
Professor Martha Stanislas
Article Review
The article that is being reviewed is called " A Hidden Risk of Big Organizational Change." The article was written by Kevin Ready for Forbes magazine. In this article Ready explains that organizations need major organizational changes from time to time due to changes in the market, mergers, and or not meeting their objectives. Change always comes with certain risks; some are obvious and some are not so obvious. Some of the obvious risks are, losing good employees, building team cohesiveness, and hiring new talent. One of the not so obvious risks is managing the decision makers who can sometimes not know when to stop making major changes.
The article then explains that one must understand motivational drivers of different types of professions. Managers tend to be driven by leaving their mark on the company. The issue with that can be that during the first few days of a big change, managers are flooded with emotions and feeling of importance from being able to implement a big change. Shortly after that, they begin to feel the need to keep that feeling going. So, they have a tendency to want to continue making changes to get that same feeling of being an effective manager. This can cause problems because it can be difficult to know when enough is enough.
According to Ready, "Organizations (that is to say, the people in organizations) need stability. They need to know where they stand, to know what the company needs them to do, how the company is performing, and to know to some degree what to expect tomorrow and the day after." (Ready, 2013) When changes are being implemented, there is instability. The instability period brings about loss of morale, the possibility of losing some of your valuable employees, and lack of focus. The goal is to implement changes quickly and attempt to regain stability as soon as
Patrick St. Louis
MGT-426
July 22, 2015
Professor Martha Stanislas
Article Review
The article that is being reviewed is called " A Hidden Risk of Big Organizational Change." The article was written by Kevin Ready for Forbes magazine. In this article Ready explains that organizations need major organizational changes from time to time due to changes in the market, mergers, and or not meeting their objectives. Change always comes with certain risks; some are obvious and some are not so obvious. Some of the obvious risks are, losing good employees, building team cohesiveness, and hiring new talent. One of the not so obvious risks is managing the decision makers who can sometimes not know when to stop making major changes.
The article then explains that one must understand motivational drivers of different types of professions. Managers tend to be driven by leaving their mark on the company. The issue with that can be that during the first few days of a big change, managers are flooded with emotions and feeling of importance from being able to implement a big change. Shortly after that, they begin to feel the need to keep that feeling going. So, they have a tendency to want to continue making changes to get that same feeling of being an effective manager. This can cause problems because it can be difficult to know when enough is enough.
According to Ready, "Organizations (that is to say, the people in organizations) need stability. They need to know where they stand, to know what the company needs them to do, how the company is performing, and to know to some degree what to expect tomorrow and the day after." (Ready, 2013) When changes are being implemented, there is instability. The instability period brings about loss of morale, the possibility of losing some of your valuable employees, and lack of focus. The goal is to implement changes quickly and attempt to regain stability as soon as