Case Study
Leadership & Management
Nafeesa Arendse 19 February 2015
Case Study 1 & 2
Managing Organisational Change
1. The characteristics of change are those in which are planned and unplanned. Some changes are the planned results of management actions. Other changes are the unplanned results from management reactions to problems or situations.
Forces of change include external and internal forces of change.
External forces of change are forces outside management’s control to which an organisation must react. These are unplanned; therefore managers must remain alert and always know what is happening outside, as well as inside the organisation. Examples include technological, market, competitive and work force changes.
Internal forces of change are the ideas managers and employees have for improving their organisations. These are planned; therefore managers and employees proactively attempt to make their organisations better. Examples include reinvention, reengineering and continuous improvement.
So, as we can see, it is clear that planned change goes together with internal forces of change and unplanned change goes together with external forces of change. The following explains examples of these changes relating to the article “Welcome to the Knowledge Worker Age.”
Planned change occurs when an organisation recognises a coming trend or identifies an opportunity that can be seized only by making changes. The article states that “Standards for judging leaders are changing.” “To lead effectively today, one needs a new tool set, skill set and a new mind-set.” Reengineering involves the complete redesign of a process within an organisation. This means to improve the way things are done, therefore managers/leaders should now be prepared to reengineer their leadership qualities. According to the article, an influential Dr Covey’s workshops are empowering leaders to take on larger roles within their organisation.
Unplanned change occurs when managers react less to
Nafeesa Arendse 19 February 2015
Case Study 1 & 2
Managing Organisational Change
1. The characteristics of change are those in which are planned and unplanned. Some changes are the planned results of management actions. Other changes are the unplanned results from management reactions to problems or situations.
Forces of change include external and internal forces of change.
External forces of change are forces outside management’s control to which an organisation must react. These are unplanned; therefore managers must remain alert and always know what is happening outside, as well as inside the organisation. Examples include technological, market, competitive and work force changes.
Internal forces of change are the ideas managers and employees have for improving their organisations. These are planned; therefore managers and employees proactively attempt to make their organisations better. Examples include reinvention, reengineering and continuous improvement.
So, as we can see, it is clear that planned change goes together with internal forces of change and unplanned change goes together with external forces of change. The following explains examples of these changes relating to the article “Welcome to the Knowledge Worker Age.”
Planned change occurs when an organisation recognises a coming trend or identifies an opportunity that can be seized only by making changes. The article states that “Standards for judging leaders are changing.” “To lead effectively today, one needs a new tool set, skill set and a new mind-set.” Reengineering involves the complete redesign of a process within an organisation. This means to improve the way things are done, therefore managers/leaders should now be prepared to reengineer their leadership qualities. According to the article, an influential Dr Covey’s workshops are empowering leaders to take on larger roles within their organisation.
Unplanned change occurs when managers react less to