research review
MNGMT 511
Michael Liu
Research Paper
Organizational change is defined as one way to renew organization’s structure and culture, and help organization to develop itself to adapt today’s market and society. The organizational change is always occurred unpredictable. it tends to be reactive, discontinuous, and often triggered by a situation of organizational crisis. It triggered by internal or external factors. It comes in all shapes, forms and sizes, and affects all organizations in all industries. However, based on an recent report, around 70 precent of all change programs are failing initiated. So, the management of it is important for companies. There are three categories have been identified as a management framework with which to link other main theories and approaches. They are change characterised by the rate of occurrence, by how it comes about, and by scale.
The early theories about the organizational change management suggested that organizations could not be effective or improve performance if they were changed frequently. People need invariable environment to let themselves effective and to improve performance. However, in the recent years, the main idea about organizational change management is changed to that people are able to undergo continuous change. The new idea suggests that if the change occurs frequently, it will become routines, and people will adapt it.
The change categories by the rate of occurrence can be distinguished to two types. The first type of change is discontinuous changes. It is defined as change which is “marked by rapid shifts in either strategy, structure or culture, or in all three”. This type of rapid change can be triggered by internal issues majorly or by considerable external variation. It is onetime events which take place through large, widely separated initiatives, which are followed up by long periods of consolidation and stillness and describes it as “single, abrupt shift from the past”. But, for the
Michael Liu
Research Paper
Organizational change is defined as one way to renew organization’s structure and culture, and help organization to develop itself to adapt today’s market and society. The organizational change is always occurred unpredictable. it tends to be reactive, discontinuous, and often triggered by a situation of organizational crisis. It triggered by internal or external factors. It comes in all shapes, forms and sizes, and affects all organizations in all industries. However, based on an recent report, around 70 precent of all change programs are failing initiated. So, the management of it is important for companies. There are three categories have been identified as a management framework with which to link other main theories and approaches. They are change characterised by the rate of occurrence, by how it comes about, and by scale.
The early theories about the organizational change management suggested that organizations could not be effective or improve performance if they were changed frequently. People need invariable environment to let themselves effective and to improve performance. However, in the recent years, the main idea about organizational change management is changed to that people are able to undergo continuous change. The new idea suggests that if the change occurs frequently, it will become routines, and people will adapt it.
The change categories by the rate of occurrence can be distinguished to two types. The first type of change is discontinuous changes. It is defined as change which is “marked by rapid shifts in either strategy, structure or culture, or in all three”. This type of rapid change can be triggered by internal issues majorly or by considerable external variation. It is onetime events which take place through large, widely separated initiatives, which are followed up by long periods of consolidation and stillness and describes it as “single, abrupt shift from the past”. But, for the