Change Management
Change Management Research Paper
Change Models for Short-Term, Small-Scale, and Long-Term, Large-Scale Changes
The world is in constant change and businesses are no exception. Organizations are tools for conducting business and getting things done. Many factors influence the way an organization is driven to conduct changes; technological improvements, new inventiveness, project-based working or teams, and increased competition to name a few. Traditional pyramid shaped organizations adhering to the old style tend to be slow and inflexible. Today an organization must balance between cost, quality and speed. To do this the organization must be leaner and more flexible, embracing total quality management principles (TQM). This would mean the organization has become customer focused, dedicated to continuous improvement and learning and structured around teams. Large organizations using TQM along with computerized information technology can mimic the speed and flexibility of small organizations. Just as Chrysler, under the direction of Robert Lutz, changed Chrysler from a traditional departmentalized structure to a cross functional team structure, CrysTel could also change from its departmentalized structure to a cross functional team structure centered on specific services or product lines (See Appendix A).
Differentiation and integration are two forces that can hinder organizational effectiveness if not balanced properly. Differentiation is specialized units or divisions of labor within the organization such as; computer programming, engineering, marketing and sales. Excessive differentiation can cause an organization to become inefficient due to miscommunication, conflicts and politics. Differentiation should be offset by an opposing structural force called integration. Integration occurs when different departments or specialized units cooperate to achieve a common goal. “Integration can be achieved through various combinations of the following six
Change Models for Short-Term, Small-Scale, and Long-Term, Large-Scale Changes
The world is in constant change and businesses are no exception. Organizations are tools for conducting business and getting things done. Many factors influence the way an organization is driven to conduct changes; technological improvements, new inventiveness, project-based working or teams, and increased competition to name a few. Traditional pyramid shaped organizations adhering to the old style tend to be slow and inflexible. Today an organization must balance between cost, quality and speed. To do this the organization must be leaner and more flexible, embracing total quality management principles (TQM). This would mean the organization has become customer focused, dedicated to continuous improvement and learning and structured around teams. Large organizations using TQM along with computerized information technology can mimic the speed and flexibility of small organizations. Just as Chrysler, under the direction of Robert Lutz, changed Chrysler from a traditional departmentalized structure to a cross functional team structure, CrysTel could also change from its departmentalized structure to a cross functional team structure centered on specific services or product lines (See Appendix A).
Differentiation and integration are two forces that can hinder organizational effectiveness if not balanced properly. Differentiation is specialized units or divisions of labor within the organization such as; computer programming, engineering, marketing and sales. Excessive differentiation can cause an organization to become inefficient due to miscommunication, conflicts and politics. Differentiation should be offset by an opposing structural force called integration. Integration occurs when different departments or specialized units cooperate to achieve a common goal. “Integration can be achieved through various combinations of the following six
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