Managing Growth And Transitions Case Study
Managing Growth and Transitions
Introduction
1990s saw various changes in the organizational design philosophy, work structuring and management. Increasing customer- centric environment is the primary reason for such change. Therefore, it has become necessary for the organizations to become flexible to be able to respond to the competitive and market changes.
An organization faces various changes during its lifetime. The problem with a change is not the change, but the transitions involved with the change. As William Bridges put it in words – change can be most effectively dealt with by concentrating on where to put the focus. He also clarified the distinction between change and transition. He said that change is situational while transition …show more content…
Changing business conditions make old assumptions and practices non applicable. There must be innovation which the leaders and their constituents need to introduce in the organization. Change is often viewed as a straightforward process where a task force needs to be established to lay out a plan of what is needed to be done, at what time and by whom. The organization is then left to implement the plan. Many a times, leaders think that to make change work, followers need to be shown an implicit plan of how to go from the current place to the place they intend to …show more content…
Saying Goodbye (endings): Firstly, people need to let go of the way the things and they used to be. It is difficult for people to let go of the way of engaging in and accomplishing the tasks that made them successful in the past. Even after letting go of their old ways, people find it difficult to start anew. And then, they enter into the second phase of transition- the neutral zone.
2. The neutral zone (explorations) - The neutral zone is the ‘in-between’ stage that is full of uncertainty and confusions. This stage becomes particularly difficult during mergers or acquisitions, when the career and the policy decisions are left swinging when the two leadership groups are working on the power questions. This is an uncomfortable zone, with people struggling to get out of it. There are people who try to get rid of it by pushing themselves into a new situation while there are some who try to retreat into the past. If the transition is not dealt with at this stage, the change might
Introduction
1990s saw various changes in the organizational design philosophy, work structuring and management. Increasing customer- centric environment is the primary reason for such change. Therefore, it has become necessary for the organizations to become flexible to be able to respond to the competitive and market changes.
An organization faces various changes during its lifetime. The problem with a change is not the change, but the transitions involved with the change. As William Bridges put it in words – change can be most effectively dealt with by concentrating on where to put the focus. He also clarified the distinction between change and transition. He said that change is situational while transition …show more content…
Changing business conditions make old assumptions and practices non applicable. There must be innovation which the leaders and their constituents need to introduce in the organization. Change is often viewed as a straightforward process where a task force needs to be established to lay out a plan of what is needed to be done, at what time and by whom. The organization is then left to implement the plan. Many a times, leaders think that to make change work, followers need to be shown an implicit plan of how to go from the current place to the place they intend to …show more content…
Saying Goodbye (endings): Firstly, people need to let go of the way the things and they used to be. It is difficult for people to let go of the way of engaging in and accomplishing the tasks that made them successful in the past. Even after letting go of their old ways, people find it difficult to start anew. And then, they enter into the second phase of transition- the neutral zone.
2. The neutral zone (explorations) - The neutral zone is the ‘in-between’ stage that is full of uncertainty and confusions. This stage becomes particularly difficult during mergers or acquisitions, when the career and the policy decisions are left swinging when the two leadership groups are working on the power questions. This is an uncomfortable zone, with people struggling to get out of it. There are people who try to get rid of it by pushing themselves into a new situation while there are some who try to retreat into the past. If the transition is not dealt with at this stage, the change might