why is change necessary for managers
Change is perhaps the greatest competitive challenge that companies face. They feel extremely challenging to embrace it as it is a continuous process having no end. This is because companies keep redesigning and changing their internal organisation and management systems constantly. As Dave Ulrich (1998: p127) mentions: ‘Successful organisations will be those that are able to quickly turn strategy into action, to manage processes intelligently and efficiently, to maximize employee contribution and commitment and therefore to create the conditions of seamless change’. His statement suggests that changes in organisations occur to improve the management, the workforce, to work efficiency and hence bring productivity to the highest level by fulfilling the objectives for the organisation’s benefits. Change is a way of life and survival for the organisations. If it doesn’t keep happening in the scale of growth with other firms, it might not fit in with the rest of the global parameter and end its way to lose. In the following essay we will analyse why managers introduce change initiatives to the company focusing on various factors such as what provokes change? Benefits of change? However on the other side what does the change process involve? Why does transformation fail? How do management systems differ from before? And what management schemes are introduced by change.
Wilkinson et al (1991) argues that organisations have this complex interactions and social relations in the internal environment of work which is why it makes it very hard for them to be coherent, ordered, consistent and rational in their management schemes. They have their ideas all over the place and so the job is not being done effectively. Due to this managers need to introduce change initiatives to be able to give order and make the firm reach its goals in the well-organized way.
Reengineering is one way that organisations could develop their change process on. ‘Reengineering is the fundamental
Wilkinson et al (1991) argues that organisations have this complex interactions and social relations in the internal environment of work which is why it makes it very hard for them to be coherent, ordered, consistent and rational in their management schemes. They have their ideas all over the place and so the job is not being done effectively. Due to this managers need to introduce change initiatives to be able to give order and make the firm reach its goals in the well-organized way.
Reengineering is one way that organisations could develop their change process on. ‘Reengineering is the fundamental
References: Professor Darren McCabe (2014) ‘Perspectives on Change 1’, Lecture 2, Lancaster University Knights, D. and McCabe, D. (2002) ‘A Road Less Travelled: Beyond Managerialist, Critical and Processual Approaches to Total Quality Management’ Journal of Organisational Change Management 15, 3, 235-254. Knights, D. and McCabe, D. (2003) Organisation and Innovation: Guru Schemes and American Dreams Open University Press: Maidenhead, CHAPTER 3 Drucker, P.E. (1985) Innovation and Entrepreneurship Heinemann: London Hammer, M. and Stanson, S. (1995) The Reengineering Revolution Handbook London: Harpercollins Kotter, J. (1995) ‘Leading Change: Why Transformation Efforts Fail?’ Harvard Business Review, June. Tidd, J., Bessant, J. And Pavitt, K. (2001) Managing Innovation Wiley: NY Parker, M. and Slaughter, J. (1993) ‘Should Labour Movement Buy TQM?’ Journal of Organisational Change Management 6, 4, 43-56