Organizational Change & Development
Organizational Change:
“No man ever steps in the same river twice, for it's not the same river and he's not the same man.",
-Heraclitus.
Change is the one thing that we must all face. Every organization must change not only to survive, but also to retain its relevance in a world of intense competition, constant scientific progress, and rapid communication. It is inevitably necessary because without change organizations would be left behind and looses their competitive advantages. This is no more so than in today’s technological age. New products and innovations come onto the market quicker than ever before. Some companies are able to cut costs and produce a better, cheaper product by taking advantage of the latest technology. Those companies who are unwilling or unable to keep up generally do not last very long in today’s market. There are many aspects of change including the planning, implementation, and managing thereof. But in order for change to bring a benefit and advance an organization to a higher level of service and operation, that change must be driven by knowledge.
Background of Organizational Change:
The roots of organization change began to grow almost a century ago, when social scientists and business writers first tried to address the human-organizational conflicts beginning to emerge in modern industrial society.
After the Industrial Revolution, by the middle of the twentieth century there were established a defining feature of U.S. culture. Hierarchically structured corporations categorized employees neatly into power levels. They also required people to perform as well-oiled parts, subjugating individuality to the good of the whole. Machines became not only the instruments of economic progress, but a metaphor for how organizations should operate.
This metaphor was quickly translated into theory. Starting in the 1880s, Frederick Taylor developed a method of "scientific
“No man ever steps in the same river twice, for it's not the same river and he's not the same man.",
-Heraclitus.
Change is the one thing that we must all face. Every organization must change not only to survive, but also to retain its relevance in a world of intense competition, constant scientific progress, and rapid communication. It is inevitably necessary because without change organizations would be left behind and looses their competitive advantages. This is no more so than in today’s technological age. New products and innovations come onto the market quicker than ever before. Some companies are able to cut costs and produce a better, cheaper product by taking advantage of the latest technology. Those companies who are unwilling or unable to keep up generally do not last very long in today’s market. There are many aspects of change including the planning, implementation, and managing thereof. But in order for change to bring a benefit and advance an organization to a higher level of service and operation, that change must be driven by knowledge.
Background of Organizational Change:
The roots of organization change began to grow almost a century ago, when social scientists and business writers first tried to address the human-organizational conflicts beginning to emerge in modern industrial society.
After the Industrial Revolution, by the middle of the twentieth century there were established a defining feature of U.S. culture. Hierarchically structured corporations categorized employees neatly into power levels. They also required people to perform as well-oiled parts, subjugating individuality to the good of the whole. Machines became not only the instruments of economic progress, but a metaphor for how organizations should operate.
This metaphor was quickly translated into theory. Starting in the 1880s, Frederick Taylor developed a method of "scientific